Broadcasting Board of Governors · 2018-05-30 · 1 Broadcasting Board of Governors (BBG) Fiscal Year 2013 EEO Program Status Report (Period Covered October 1, 2012 to September 30,

Broadcasting Board of Governors

Fiscal Year 2013

(October 1, 2012 to September 30, 2013)

Federal Agency Annual Equal Employment Opportunity (EEO)

Program Status Report (Management Directive 715)

The Wilbur J. Cohen Building

300 Independence Avenue, SW

Washington, DC 20237

Table of Contents

EEOC Form 715- 01

Page

Parts A to D Agency Identifying Information and Subordinate Components

Part E Executive Summary

I. Brief Description of Mission, Vision, and Mission-Related

Functions………………………………………………………………

II. Summary of Results of BBG’s Annual Self-Assessment against

MD-715 “Essential Elements”………………………………………..

III. Summary of Analysis of Workforce Profiles, Including Net Change

Analysis and Comparison to Relevant Civilian Labor Force (RCLF)...

IV. Summary of EEO Plan Objectives to Eliminate Identified Barriers or

Correct Program Action Items………………………………………..

V. Summary of EEO Plan Action Items Implemented or

Accomplished………………………………………………………....

VI. Ensuring A Safe Facility………………………………………………

3

4

11

19

19

24

Part F Certification of Establishment of Continuing Equal Employment

Opportunity Programs…………………………………………………………

26

Part G

Annual Self-Assessment Checklist…………………………………………… 27

Part H EEO Plan to Attain Essential Elements of a Model EEO Program…………...

27

Part I EEO Plan to Eliminate Identified Barriers……………………………………

27

Part J

Attachments:

Special Program Plan for the Recruitment, Hiring, and Advancement of

Individuals With Targeted Disabilities………………………………………..

EEOC Forms 715-01, Parts G-I

Equal Employment Opportunity Policy Statement

Sexual Harassment Policy Statement

Organizational Chart

28

BBG EEO Workforce Statistical Data Tables

A-1 to A-14

B-1 to B-14

1 Broadcasting Board of Governors (BBG) Fiscal Year 2013 EEO Program Status Report (Period Covered October 1, 2012 to September 30, 2013)

EEOC FORM 715-01

PARTS A - D

U.S. EQUAL EMPLOYMENT OPPORTUNITY COMMISSION FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

For period covering October 1, 2012 to September 30, 2013.

PART A Department or Agency Identifying Information

1. Agency Broadcasting Board of Governors

1.a. 2nd level reporting component Non-applicable

1.b. 3rd level reporting component Non-applicable

1.c. 4th level reporting component Non-applicable

2. Address 330 Independence Avenue, SW

3. City, State, Zip Code Washington, DC 20237

4. CPDF Code 5. FIPS code(s) 4. IB00 5. 110010001

PART B Total

Employment

1. Enter total number of permanent full-time and part-time employees 1. 1,569

2. Enter total number of temporary employees 2. 43

3. Enter total number employees paid from non-appropriated funds 3. 0

4. TOTAL EMPLOYMENT [add lines B 1 through 3] 4. 1,612

PART C Agency

Official(s) Responsible

For Oversight of EEO

Program(s)

1. Head of Agency Official Title

Mr. Jeffrey Shell, Chair Broadcasting Board of Governors

2. Agency Head Designee Mr. André Mendes, Director Global Operations

3. Principal EEO Director/Official/ Official Title/Series/Grade

Mrs. Delia L. Johnson, Director International Broadcasting Bureau, Office of Civil Rights GS-0260-15

4. Title VII Affirmative EEO Program Official

Affirmative Employment/Diversity Manager

5. Section 501 Affirmative Action Program Official

Affirmative Employment/Diversity Manager

6. Complaint Processing Program Official

Complaints Program Manager

7. Other Responsible EEO Staff EEO Specialist (Special Emphasis and Hispanic Employment Program Manager), Executive Assistant, EEO Assistant, Special Assistant (detail), and contractors (EEO Counselors, Investigators, and Training Instructors)


EEO0C FORM 715-01

PARTS A - D

U.S. EQUAL EMPLOYMENT OPPORTUNITY COMMISSION FEDERAL AGENCY ANNUAL

EEO PROGRAM STATUS REPORT

PART D List of

Subordinate Components

Covered in This Report

Subordinate Component and Location (City/State) CPDF and FIPS codes

The Equal Employment Opportunity (EEO) Program is centralized at the Broadcasting Board of Governors, located in Washington, DC.

Listed are the EEOC Forms and Documents that are included in BBG’s Fiscal Year 2013 Federal Agency Annual EEO Program Status Report.

Executive Summary [FORM 715-01 PART E], that includes:

X X Optional Annual Self-Assessment Checklist Against Essential Elements – Excluded [FORM 715-01PART G]

I. Brief paragraph describing the Agency's Mission and Mission-related Functions

X X EEO Plan To Attain the Essential Elements of a Model EEO Program for each programmatic essential element requiring improvement [FORM 715-01PART H]

II. Summary of Results of Agency's Annual Self-Assessment Against MD-715 "Essential Elements"

X X EEO Plan To Eliminate Identified Barrier for each identified barrier [FORM 715-01 PART I]

III. Summary of Analysis of Work Force Profiles including Net Change Analysis and Comparison to Relevant Civilian Labor Force (RCLF)

X X Special Program Plan for the Recruitment, Hiring, and Advancement of Individuals With Targeted Disabilities for agencies with 1,000 or more employees [FORM 715-01 PART J]

IV. Summary of EEO Plan Objectives Planned to Eliminate Identified Barriers or Correct Program Action Items

X X Copy of Workforce Data Tables as necessary to support Executive Summary and/or EEO Plans

V. Summary of EEO Plan Action Items Implemented or Accomplished

X X Copy of data from 462 Report as necessary to support action items related to Complaint Processing Program deficiencies, ADR effectiveness, or other compliance issues (Excluded)

Statement of Establishment of Continuing Equal Employment Opportunity Programs [FORM 715-01 PART F]

X X Copy of Facility Accessibility Survey results as necessary to support EEO Action Plan for building renovation projects

Copies of relevant EEO Policy Statement(s) and/or excerpts from revisions made to EEO Policy Statements

X X Organizational Chart for Fiscal Year 2013


EEOC FORM 715-01 PART E

U.S. Equal Employment Opportunity Commission FEDERAL AGENCY ANNUAL


Broadcasting Board of Governors For period covering October 1, 2012 to September 30, 2013.

EXECUTIVE SUMMARY

The Broadcasting Board of Governors (BBG or agency) is submitting its Fiscal Year 2013 Federal

Agency Annual Equal Employment Opportunity Program Status Report (EEO Program Status

Report) in compliance with the United States Equal Employment Opportunity Commission (EEOC)

Management Directive 715 (MD-715).

I. Brief Description of Agency’s Mission, Vision, and Mission-Related Functions

To reflect its current operating environment, in 2011 BBG revised its mission statement,

which is to inform, engage, and connect people around the world in support of freedom and

democracy. While the new mission statement acknowledges BBG’s evolving role in citizen

journalism and social media, in addition to traditional media, BBG continues to effectively:

1) provide accurate, objective and comprehensive news; 2) represent U.S. society and

culture; and 3) present and discuss U.S. policy, as mandated by law.

The BBG and International Broadcasting Bureau (IBB) were established under the 1994

International Broadcasting Act, and BBG became an independent Federal agency on October

1, 1999, with the enactment of the 1998 Foreign Affairs Reform and Restructuring Act

(FARRA) (Public Law 105-277). Under FARRA the BBG assumed authority for IBB, Voice

of America (VOA) and the Office of Cuba Broadcasting (OCB), and oversight for three

grantees, the Middle East Broadcasting Networks, Radio Free Asia and Radio Free

Europe/Radio Liberty. The BBG is a diverse and multi-cultural agency that oversees all U.S.

Government and government-sponsored, non-military international broadcasting that

currently provides programming in 61 languages.

The IBB supports the mission of BBG by providing budget, legal, planning, communication,

marketing, research, program evaluation, contracting, security, administrative, engineering,

and other support services to the various international broadcasting elements. In fiscal year

2013, the Director of IBB oversaw implementation of the Board of Governors decisions by

IBB, VOA, OCB and the grantees and provided general administrative management of the

Federal agency. However, the Director of IBB retired in November 2013. Under the current

interim structure, the Directors of Global Operations, Global Strategy, and Global

Communications are carrying out duties of the former Director of IBB.

The BBG’s ability to accomplish its mission is directly tied to the quality and competency of

its workforce. Therefore, it is critically important that the Agency manage its human capital

strategically, and in accordance with EEO, Diversity & Inclusion principals to maximize the

performance of its workforce.


II. Summary of Results of BBG’s Annual Self-Assessment Against MD-715 “Essential

Elements”

Results of BBG’s annual self-assessment are summarized in the narratives that address

EEOC’s Essential Elements A through F of a Model Equal Employment Opportunity

(EEO) Program. These six essential elements of MD-715 serve as the foundation upon which

BBG has created and maintained its Model EEO Program.

Essential Element A – Demonstrated Commitment from Agency Leadership

In August/September 2013, 4 members of the Board of Governors (Board), including the

Chairman, were appointed to the Board for the agency. Therefore, the updated EEO and Anti-

Harassment policy statements are currently pending review and clearance by key agency officials

prior to submission to the Chairman for final approval and signature to ensure that they meet

requirements and support the mission of the agency. The policy statements were last issued on

September 13, 2012, and it is expected the updated policy statements will be issued in or before

June 2014.

The current policy statements are provided to and discussed with new employees at orientation,

given to new managers and supervisors at training sessions, and are made available to employees

and job applicants through BBG’s Intranet. Furthermore, EEO programs and events are

publicized to all employees through House Announcements sent to employees by email, and are

posted in facilities. Additionally, EEO programs and events are posted on the IBB Director’s

blog, Viewpoint, which is posted on the agency’s public-facing website.

The agency also continues to demonstrate its commitment to EEO and diversity by requiring

senior leadership, managers and supervisors to be evaluated annually on their commitment to

the agency’s EEO/diversity policies and principles as a critical element in their performance

appraisal reviews.

The BBG has an active EEO, Diversity & Inclusion Advisory Council that meets quarterly

and is mostly comprised of senior managers within the agency. The purpose of the agency

council is to: 1) provide updates on EEO, diversity and inclusion laws, regulations and

guidelines; 2) plan special emphasis events; 3) identify barriers to EEO, diversity and

inclusion in the workforce, and recommend strategies and actions to remove potential

barriers; and 4) monitor and evaluate the progress of EEO, diversity and inclusion programs

and initiatives.

The agency regularly hosts the Council of Federal EEO and Civil Rights Executives

(Council) meetings and events, and the Director, Office of Civil Rights (OCR), BBG, is the

Chairperson for the Council. The Council is a renowned interagency organization that was

established in 1993. The mission of the Council is to address common concerns of the

Federal EEO community. The Council meets monthly to discuss significant and emerging

EEO, Diversity, and HR related issues affecting the federal government. The Council is a

forum where senior leaders share information, recommendations and best practices for

creating and maintaining model EEO and Diversity & Inclusion programs. Furthermore,


subject matter experts within the EEO and HR arenas, and from regulatory agencies, affinity

groups and outreach organizations are frequently guest speakers at the Council meetings and

provide presentations, briefings, updates and guidance on employment laws, regulations,

guidelines, agency best practices and issues affecting the federal workforce.

Additionally, the agency administers a training program that includes a Diversity Series,

which is a variety of EEO, diversity and inclusion courses that are offered annually to BBG’s

federal workforce. All new employees are required to complete an orientation, which

includes briefings and mandatory training on the agency’s EEO and anti-harassment policies,

diversity and the requirements of the No FEAR Act of 2002. Furthermore, employees are

required to take refresher EEO and diversity training at least every two years.

Essential Element B - Integration of EEO into the Agency’s Strategic Mission

As part of integrating EEO into the strategic mission, Section II(B) of MD-715 instructs

agencies to ensure that: 1) it has a reporting structure where the EEO Director has access to the

agency head and senior management, and the EEO Director is a regular participant at senior staff

meetings; 2) the EEO office is involved with and consulted on the management and deployment

of human resources; 3) sufficient resources are allocated to the EEO program; 4) the EEO office

recruits, develops and retains competent staff; 5) it recruits, develops and retains managers and

supervisors that have good communication and interpersonal skills, and provides them with the

necessary training and resources to carry out their duties and responsibilities; 6) managers and

employees are involved in implementing the EEO program; and 7) EEO information regarding

federal EEO statutes, regulations, rights, responsibilities, and to promote best practices is

distributed and available to the workforce and applicants.

The EEOC approved BBG’s former reporting structure, which was still in place in fiscal year

2013, where the Director, OCR, reported directly to the Director, IBB, who reported to the

Board. This reporting structure enabled the OCR Director to have access to the agency head and

complied with EEOC’s reporting requirements found at 29 CFR § 1614.102(b)(4). In

December 2013, the IBB Director’s position was replaced by an interim structure where the

responsibilities for this position were divided amongst three senior leaders. The interim

structure consists of the Director of Global Operations, Director of Strategy and Director of

Global Communications. Currently, the OCR Director reports to the Director of Global

Operations. In FY 2013, the OCR Director regularly participated in senior staff meetings, and

was consulted on human resources management issues.

Currently, OCR has seven staff members including the Director, Complaints Manager, Special

Emphasis Program Manager, Affirmative Employment/Diversity Manager, an EEO Specialist

(currently detailed to another agency) and two support staff who handle administrative and

budget activities. The EEO Office also periodically utilizes detailed employees and interns on a

part-time basis to assist with EEO initiatives and activities.

The agency’s Human Capital and Succession (HCS) Plan, which the Human Resources (HR)

Office, EEO Director and senior leadership collaboratively updated in September 2010, and

continued to implement in fiscal year 2013 (the plan is due for revision in fiscal year 2014),

includes strategies to improve employee satisfaction, and to promote EEO and diversity in the


workforce. One of the two overarching human capital goals established in the HCS Plan is

“Goal 2: Agile, Skilled, Diverse, Satisfied, and Well-led Workforce: Ensure the agency

workforce is agile, skilled, diverse, satisfied and well-led, with the competencies and support

needed to accomplish the agency’s mission and goals through specific human capital strategies

for shaping, recruiting, retaining and leading the workforce.” The Human Capital Action Plan

included in the last section of the HCS Plan provides a list of strategies to address employee

morale and engagement, training and development, recruitment of individuals with disabilities

and target groups, and upward mobility, in addition to other human resources management

issues.

The BBG’s 2012-2016 Strategic Plan also calls for the agency to “Nurture a Dynamic,

Dedicated Workforce” by: operating a responsive and customer oriented human resources

department; providing a positive work environment; maintaining regular, two-way

communications with employees about agency priorities, plans, and problems; and ensuring the

work environment is safe and secure for all employees amongst other “tactical steps” to support

the agency’s strategy to have Impact through Innovation and Integration. The agency’s HCS

and Strategic Plans are posted on BBG’s intranet.

External Communication: EEO programs and events were showcased on the IBB Director’s

blog, Viewpoint, which was posted on the agency’s public-facing website. Furthermore, BBG

has improved the transparency of Board operations in unprecedented ways. The Board’s open

meetings were routinely webcast in fiscal year 2013 and were open to public observation on a

first-come, first served basis.

Internal Communication: The agency publicizes EEO events and activities to all employees

through House Announcements, which are sent by email. Additionally, the agency capitalizes

on its intranet, including the popular employee blog, Tune In, to raise awareness of EEO special

emphasis programs as well as to feature a diverse representation of employees.

The agency also implemented the Workplace Engagement Initiative (WEI), which is a joint

effort by VOA, BBG and OCB whose role is to address the concerns of employees as reflected

in the Office of Personnel Management’s (OPM) annual survey – the Federal Employee

Viewpoint Survey. The WEI is overseen by the IBB Chief of Staff, an IBB Project Manager,

the VOA Chief of Staff, a VOA Program Manager, and a representative from OCB. The WEI

has three focus areas: Effective Leadership and Strategic Management, Performance Based

Rewards and Achievement and Family Friendly Culture Benefits. Under these 3 areas are 12

Actions Items, which are headed by 19 Action Leaders. The Action Items are:

Agency Pride

Telework and Flexible Schedules

Health and Wellness

Strategic Communications

Management Training

Awards

Cross Training and Internal Development

Strategic Planning

Contracting Strategy


Evaluation of Position Descriptions

Performance Management Process

Essential Element C – Management and Program Accountability

This element requires agencies to hold managers, supervisors, EEO officials and human

resources officers accountable for implementation and management of the EEO program.

Senior leadership, managers, supervisors and EEO officials are evaluated annually on their

compliance with the agency’s EEO and diversity policies and meeting EEO and diversity-related

goals and objectives. Leadership and management promoted EEO and diversity, and

implemented the agency’s EEO program by consulting with the EEO Office on applying EEO

and diversity principals to their operating procedures and personnel decisions. Senior leadership

and management also supported the EEO program by participating in Special Emphasis

Programs, and encouraging staff to attend these events.

As mentioned above, the agency has an active EEO, Diversity & Inclusion Advisory Council,

which is mostly comprised of senior management. The agency plans to expand and utilize the

council to further involve senior leadership, supervisors, managers and employees in EEO

activities including recruitment, outreach and barrier analyses. The BBG held quarterly council

meetings in fiscal year 2013, and the members/attendees were informed of these expectations

and emphasis was placed on increasing the participation rates for persons with targeted

disabilities and Hispanics, and upward mobility for minority groups. Members and attendees

also provide input and recommendations at the meetings based on their experience, observations

and feedback from their staff pertaining to EEO and diversity.

In fiscal year 2013, the EEO office collaborated with the HR Office to implement EEO and

diversity-related goals, objectives and initiatives. The EEO and HR offices continued to meet

regularly (bi-weekly) to address HR and EEO issues, including HR management initiatives to

improve employee morale, performance management, diversity, upward mobility and training

and development.

Additionally supervisors and managers are strongly encouraged to complete 8 hours of EEO

training each year, and all employees, including supervisors and managers, are required to

complete the online No FEAR Act training every two years.

The agency also offered leadership and development courses such as the “Foundations of

Leadership: Skills for Supervisors” course, which is a comprehensive five-day course that new

supervisors/managers are required to successfully complete during their probationary period.

Furthermore, managers and supervisors are required to take refresher EEO, Diversity &

Inclusion training at least every 2 years to ensure they have/maintain the necessary skills to

successfully manage and lead a diverse workforce. Senior leadership, managers and supervisors

are also rated annually on their implementation of EEO and diversity-related principles as a

critical element in their annual performance evaluations.

Reasonable Accommodation Procedures: The EEO Office collaborated with the HR Office and

management to process requests for reasonable accommodations and provide interim


accommodations to employees as needed. Moreover, in fiscal year 2013, no EEO complaints

involving the denial of a reasonable accommodation were initiated against the agency.

Furthermore, the agency’s reasonable accommodations procedures, which have been approved

by EEOC, are posted on the agency’s intranet, and are accessible to applicants on the internet

through a web link posted on each vacancy announcement.

The agency’s reasonable accommodation procedures give OCR primary responsibility for

administering the agency’s reasonable accommodations program. The procedures provide

employees with multiple avenues for initiating requests for accommodation and generally give

managers authority to approve or disapprove requests for accommodations. The procedures

provide flexibility in processing requests for reasonable accommodations; promote timely

processing of requests; include an interactive process to assist the agency and requestor in

determining if the request is reasonable and appropriate; and allows the agency to provide

interim accommodations in the event the request cannot be immediately approved/disapproved

due to extenuating circumstances.

Essential Element D – Proactive Prevention of Unlawful Discrimination

This element requires agencies to conduct a self-assessment at least annually to: identify barriers

and potential barriers to EEO and diversity in the workforce; develop strategic and action plans

to eliminate identified barriers; and to assess the progress and effectiveness of the agency’s

strategies and initiatives to remove barriers to EEO and promote diversity in the workforce.

Ensuring that employees are treated with dignity and respect is critical to effective management.

Employees are encouraged to discuss concerns with their managers and supervisors. Employees

may also raise EEO-related concerns with OCR, and work-related concerns, including EEO

related issues, with OHR, the Employee Assistance Program or the unions. The agency also has

an Alternative Dispute Resolution (ADR) Program, which encourages employees, managers and

supervisors to informally resolve workplace disputes at the lowest level possible. Additionally,

the agency took proactive measures to ensure all managers and employees were thoroughly

trained on the agency’s EEO and diversity policies, which prohibit unlawful discrimination and

harassment, and promote diversity and inclusion in the workplace.

Total Workforce

The agency’s self-assessment for fiscal year 2013, which is discussed in detail in Section III of

this report, indicates the participation rates in the total workforce for Asians and Blacks/African-

Americans significantly exceeded the participation rates reported for the Civilian Labor Force

(CLF1), and the participation rate for White males in the agency is slightly above their ratio in

the CLF. Whereas, the participation rates for females (overall), White females, Hispanics,

American Indians/Alaska Natives and Native Hawaiian/Other Pacific Islanders have consistently

remained below the national CLF ratios. The participation rate for individuals with targeted

disabilities was also below the federal goal of 2%. This same pattern was reflected in the

permanent workforce. The percentages of American Indian/Alaska Natives and Native

1 If the participation rate for a group was below 1 employee, then this group was not considered to be below the

CLF.


Hawaiian/Other Pacific Islanders in the CLF are so small BBG will focus its primary

recruitment efforts on increasing the participation rates of qualified Hispanics, Women, and

Individuals with Disabilities in the federal workforce.

BBG Trend Analysis of Total Workforce

Percentage of Total Workforce FY 2009

FY 2010

FY 2011

FY 2012

FY 2013

Minorities 46.0% 46.1% 46.76% 46.85% 47.7%

Females 38.7% 38.9% 38.91% 38.6% 39.08%

Individuals w/Targeted Disabilities

0.79% 0.73% 0.74% 0.48% 0.68%

Senior Leadership

The assessment of senior level positions showed males (overall) and White employees had high

participation rates in senior leadership positions in comparison to their participation rates in the

total and permanent workforces. The participation rates for females (overall), Asians, Blacks,

Hispanics2 and persons with targeted disabilities in leadership positions were below their overall

participation rates in the total and permanent workforces. The agency has developed strategies

and an action plan to increase the participation rates of these groups at the senior grades levels as

described in Part I.

Applicant Data

The agency has developed an action plan, which is included in Part H of this report, to

implement a standardized procedure to track applicant flow data in accordance with EEOC

requirements to enable the agency to conduct a complete analysis of its recruitment efforts and

selection processes. A Memorandum of Understanding (MOU) between OPM and BBG was

drafted, and the content of the MOU was approved by key agency and OPM, USA Staffing

officials in September 2013. However, OPM requested updated information regarding the

agency’s Authority to Operate (ATO) for the agency’s database initially designated to receive

the agency’s applicant flow data from OPM. The agency’s ATO was renewed in Jan 2014. The

agency is currently revising the draft of the MOU to reflect its current system requirements and

the best IT solution to securely receive and store the applicant flow data. It is anticipated the

MOU for the applicant flow data will be approved and become effective in or before June 2014,

and designated agency officials will be able to access and analyze applicant flow data for

applicants that applied for positions through USA Jobs. After this project is completed, the

agency also plans to develop an internal tracking system to track applicant/promotion data that is

not captured by the USA Staffing database.

2 It should be noted in FY 2013 there was one employee that identified as a Hispanic male (6.25%) in the SES.

However, there were not Hispanic males at the GS-15 grade level during the review period.


Essential Element E – Efficiency in the Federal EEO Process

The agency has an efficient and fair dispute resolution process, and an effective system for

evaluating the impact and effectiveness of its EEO and ADR programs. The agency utilizes an

electronic complaint tracking system to track and monitor complaint and ADR activities in

accordance with the EEOC Form 462. The BBG also relies on feedback provided by the

workforce and its customers to evaluate the effectiveness of the EEO and ADR programs.

At the beginning of FY 2013, the agency had an inventory of 11 open formal EEO complaints on

hand. Fourteen additional complaints were filed, and 1 complaint was returned to the agency for

further processing during the fiscal year for a total of 26 open formal complaints. As of

September 30, 2013, the agency closed 8 complaints, and had an inventory of 18 open

complaints pending processing at various stages of the EEO complaint process.

In FY 2013, the agency timely completed 28 of 38 (73.68%) counseling sessions. Twenty-two

complainants3 (or 57.89% of counselees) did not file formal complaints at the conclusion of

informal complaint processing, which is a significant indicator that BBG has an effective EEO

counseling process. At the formal stage of the EEO complaint process, 11 of 12 (91.67%) of

EEO investigations were timely completed. However, due to limited resources, the agency

issued 2 of 2 (100%) of Final Agency Decisions (FADs) based on the merits of the complaints

beyond the 60 day regulatory time-frame.

During the fiscal year the agency offered ADR to aggrieved persons for 38 of 38 (100%)

informal complaints, and 30 of 38 (78.95%) employees rejected the offer of ADR, and elected to

participate in traditional EEO counseling. The 8 individuals who elected to participate in ADR

did not file formal complaints against the agency during the review period, which is an indicator

the program can be effective if employees are willing to participate in ADR. The BBG will

continue to encourage employees, supervisors and managers to participate in the agency’s ADR

program or seek other forms of informal dispute resolution offered by BBG to attempt to resolve

complaints at the lowest level possible.

The agency has the Office of the Ombudsman, which assists employees, officials and OCR in

resolving complaints informally; and has an Employee Assistance Program, which provides a

range of services including assessment, counseling and referral services for employees and

officials who may be experiencing professional and personal challenges. In fiscal year 2013,

approximately 124 individuals utilized services offered by the Office of the Ombudsman. Of

that number, approximately 48 individuals contacted the Ombudsman regarding EEO/ADR-

related issues. Due to the right to confidentiality when contacting the Office of the Ombudsman,

only 1 employee voluntarily reported that they previously contacted the Ombudsman prior to

initiating an informal EEO complaint. Additionally, approximately 70 employees contacted the

Employee Assistance Program Manager to seek advice and guidance on addressing work and life

issues. The Office of the Ombudsman and Employee Assistance Program help many employees

and officials address and resolve work and personal issues, which could otherwise escalate into

problems or conflicts in the workplace.

3 Individuals can file multiple complaints, so percentage derived from total number of counselings.


To ensure the impartiality of the agency’s EEO and ADR programs, the agency’s EEO

investigation and adjudication functions are separate from its legal defense component, and

agency offices with conflicting and/or competing interests.

Essential Element F – Responsiveness and Legal Compliance

The BBG has complied with Orders that were issued by EEOC Administrative Judges. The

agency has also timely processed EEO complaints, conducted EEO activities and issued reports

in accordance with EEOC regulations, directives and policy guidance.

III. Summary of Analysis of Workforce Profiles, Including Net Change Analysis and

Comparison to Relevant Civilian Labor Force CLF

In accordance with EEOC MD-715, OCR reviewed and analyzed the agency’s workforce

statistical data using EEOC’s Workforce Data Tables A-1 to A-14 and B-1 to B-14. OCR

completed an eight -year trend analysis to identify any potential triggers that may be prohibiting

the agency from maintaining a model EEO program. Where potential triggers or deficiencies

were identified, the agency developed an action plan to address them in Part I of this Report.

Comparisons to the Civilian Labor Force are based on 2006-2010 National Census Data.

National CLF Comparisons of Ratios Based on Calendar Year 2006-2010 National Census Data

Geography

Occupation Census/

SOC Code

Gender

Total Workforce

White Non-Hispanic

Hispanic/ Latino

Black Non-

Hispanic

Asian Non-

Hispanic

American Indian and

Alaska Native Non-

Hispanic

Native Hawaiian or Other Pacific

Islander Non-Hispanic

Two or More Races

U.S. Total

Total Civilian

Labor Force

Total Ratio

100%

67.05%

14.58%

11.34%

4.82%

0.58%

0.15%

1.48%

U.S. Total

Total Civilian

Labor Force

Males 52.79% 35.57% 8.36% 5.23% 2.52% 0.29% 0.08% 0.75%

U.S. Total

Total Civilian

Labor Force

Females 47.21% 31.48% 6.22% 6.11% 2.3% 0.29% 0.07% 0.73%

EEOC Workforce Data Table A-1: As of September 30, 2013, the agency’s total workforce

constituted a total of 1612 employees, including 630 females (39.08%) and 982 males (60.92%);

268 (16.63%) White females and 575 (35.67%) White males, for a total of 843 (52.3%) White

employees; 199 (12.34%) Black/African-American females and 156 (9.68%) Black/African-

American males, for a total of 355 (22.02%) Black/African-American employees; 42 (2.61%)

Hispanic/Latino females and 82 (5.09%) Hispanic/ Latino males, for a total of 124 (7.69%)

Hispanic/Latino employees; 112 (6.95%) Asian females and 155 (9.62%) Asian males, for a total of

267 (16.56%) Asian employees; and 4 (0.25%) American Indian/Alaska Native males and 1

(0.06%) Native Hawaiian/Other Pacific Islander female.

American Indian/Alaska Native females and Native Hawaiian/Other Pacific Islander males were not

employed in the agency’s federal workforce during this period; 8 (0.50%) females and 10 (0.62%)

males self-identified in the Two or More Races category for a total of 18 (1.12%) multiracial

employees. (See graph, FY 2013 BBG Total Workforce and Chart 1).


FY 2013 BBG Total Workforce

843

355

124

267

1

1

18Whites

Black/African-Americans

Hispanic/Latinos

Asians

American Indians/Alaskan

Natives

Native Hawaiians and Other

Pacific Islanders

Two or More Races

The total workforce participation rates for the groups listed below have consistently remained

below the national CLF ratios. Please note that BBG’s mission (international broadcasting)

requires a specialized workforce that may not be directly comparable to the general CLF ratios.

1. 268 White females at 16.63%

2. 42 Hispanic/Latino females at 2.61%; 82 Hispanic/Latino males at 5.09%

3. 0 American Indian/Alaska Native females at 0%; 4 American Indian/Alaska Native males at 0.25%4

4. 1 Native Hawaiian/Other Pacific Islander female at 0.06% and 0 Native Hawaiian/Other Pacific Islander males

Permanent Workforce

The agency’s permanent workforce constituted a total of 1569 employees, including 616 females

(39.26%) and 953 males (60.74%); 260 (16.57%) White females and 554 (35.31%) White males,

for a total of 814 (51.88%) White employees; 198 (12.62%) Black/African-American females and

151 (9.62%) Black/African-males, for a total of 349 (22.24%) Black/African-American employees;

42 (2.68%) Hispanic/Latino females and 82 (5.23%) Hispanic/ Latino males, for a total of 124

(7.9%) Hispanic/Latino employees; 109 (6.95%) Asian females and 152 (9.69%) Asian males, for a

total of 261 (16.63%) Asian employees; and 4 (0.25%) American Indian/Alaska Native males.

American Indian/Alaska Native females were not employed in the federal workforce during this

period; 1 (0.06%) Native Hawaiian/Other Pacific Islander females. Native Hawaiian/Other Pacific

Islander males were not employed in the agency’s federal workforce during this period; 6 (0.38%)

females and 10 (0.64%) males identified in the Two or More Races category for a total of 16

(1.02%) multiracial employees. (See EEOC Workforce Data Table A-1).

The agency’s permanent workforce decreased by 82 employees, from 1651 in fiscal year 2012, to

1569 employees in fiscal year 2013. The number of females in the permanent workforce decreased

by 22, from 638 (38.64%) to 616 (39.26%). However, the percentage for this group in the

permanent workforce slightly increased. The number of males in the permanent workforce

decreased by 60, from 1,013 (61.36%) to 953 (60.74%).

4 The difference between the CLF rate and agency’s participation rate for this group in fiscal year 2013 was less

than 1 employee.


The number of White females in the permanent workforce decreased by 16, from 276 (16.72%) in

fiscal year 2012 to 260 (16.57%) in fiscal year 2013. White males decreased by 41, from 595

(36.04%) to 554 (35.31%). Black/African American females decreased by 6, from 204 (12.36%) to

198 (12.62%), but the percentage for this group slightly increased. Black/African American males

decreased by 5, from 156 (9.45%) to 151 (9.62%). However, the percentage for this group slightly

increased. Hispanic females increased by 2 from 40 (2.42%) to 42 (2.68%). The number of

Hispanic/Latino males decreased by 7 from 89 (5.39%) to 82 (5.23%). Asian females decreased by

5, from 114 (6.9%) to 109 (6.95%), but the percentage for this group slightly increased. Asian

males decreased by 8, from 160 (9.69%) to 152 (9.69%). However, the percentage for this group

remained approximately the same. American Indian/Alaska females were not employed in the

federal workforce during in fiscal years 2012 or 2013. American Indian/Alaska Native males

increased by 2, from 2 (0.12%) to 4 (0.25%). Native Hawaiian or Other Pacific Islander females

increased by 1 from 0 to 1 (0.06%). Native Hawaiian or Other Pacific Islander males were not

employed in the permanent workforce in fiscal years 2012 and 2013. Females that self-identified in

the Two or More Races category increased by 2, from 4 (0.24%) to 6 (0.38%). Males that

identified in the Two or More Races category decreased by 1, from 11 (0.67%) to 10 (0.64%). (See

EEOC Workforce Data Table A-1).

Temporary Workforce

The agency’s temporary workforce increased by 10, from 33 employees in fiscal year 2012, to 43

employees in fiscal year 2013. The number of females in the temporary workforce increased by 2,

from 12 (36.36%) to 14 (32.56%) females. However, the percentage for this group decreased. The

number of males in the temporary workforce increased by 8, from 21 (63.64%) to 29 (67.44%)

employees. (See EEOC Workforce Data Table A-1)

The number of White females in the temporary workforce remained the same at 8 employees, but

the percentage for this group decreased from 24.24% in fiscal year 2012 to 18.6% in fiscal year

2013. White males increased by 5, from 16 (48.48%) to 21 (48.84%). Black/African American

females decreased by 3, from 4 (12.12%) to 1 (2.33%). The number of Black/African American

males remained the same, which was 5, but the percentage for this group decreased from 15.15% to

11.63%. Hispanics/Latinos were not employed in the temporary workforce in fiscal years 2012 and

2013. Asian females increased by 3, from 0 to 3 (6.98%). Asian males increased by 3, from 0 to 3

(6.98%). American Indian/Alaska Natives and Native Hawaiian or Other Pacific Islanders were not

employed in the temporary workforce in fiscal years 2012 and 2013. The number of females that

identified in the Two or More Races category increased by 2, from 0 to 2 (4.65%) (See EEOC

Workforce Data Table A-1 and Chart 1)


CHART 1

Fiscal Years 2006 to 2013 Eight-Year Trend Analysis of BBG Total Workforce By Gender

(For Permanent and Temporary Federal Government Employees)

Fiscal Years

Total Female CLF - 47.21%

Total Male CLF – 52.79%

Total Female and Male Workforce

Changes In Total Female and Male Workforce By Fiscal Years

Females Males Total Change

2006 656 (37.68%) 1,085 (62.32%) 1,741 (100%) +9 -30 -21

2007 662 (37.44%) 1,106 (62.56%) 1,768 (100%) +6 +21 +27

2008 672 (38.07%) 1,093 (61.93%) 1,765 (100%) +10 -13 -03

2009 685 (38.78%) 1,081 (61.21%) 1,766 (100%) +13 -12 +01

2010 687 (38.75%) 1,086 (61.25%) 1773 (100%) +2 +5 +07

2011 677 (38.79%) 1,068 (61.20%) 1,745 (100%) -10 -18 -28

2012 650 (38.60%) 1,034 (61.40%) 1,684 (100%) -27 -34 -61

2013 630 (39.08%) 982 (60.92%) 1,612 (100%) -20 -52 -72

EEOC Workforce Data Table B-1: In fiscal year 2013, there were 11 (0.68%) employees with

targeted disabilities in the total workforce, which is an increase of 3, from 8 (0.48%) employees

with targeted disabilities in fiscal year 2012. An eight-year trend analysis for the period of fiscal

years 2006 to 2013 shows the agency’s total number of employees with targeted disabilities have

remained below the EEOC federal goal of 2% (see Chart 2). To reach the federal goal, the agency

must recruit and hire 21 qualified candidates with a targeted disability.

CHART 2 Fiscal Years 2006 to 2013

Eight Year Trend Analysis of Distribution of Employees with a Non-Targeted Disability and Employees with a Targeted Disability

(Permanent and Temporary Employees) Fiscal Years

Total Workforce

(100%)

[05] No Disability

[01] Not Identified

[06-94] Non-

Targeted Disability

Targeted Disability

FG: 2.00%

New Hires

Separations

2006 1,741 1,608 (92.36%) 73 (4.19%) 45 (2.58%) 15 (0.86%) 0 2 2007 1,768 1,632 (92.30%) 65 (3.67%) 56 (3.16%) 15 (0.84%) 0 0 2008 1,765 1,640 (92.91%) 55 (3.11%) 55 (3.11%) 15 (0.84%) 0 0 2009 1,766 1,661 (94.05%) 52 (2.94%) 39 (2.20%) 14 (0.79%) 0 1 2010 1,773 1,673 (94.35%) 49 (2.76%) 38 (2.14%) 13 (0.73%) 0 1 2011 1,745 1,656 (94.89%) 34 (1.94%) 42 (2.40%) 13 (0.74%) 1 1 2012 1,684 1,614 (95.84%) 24 (1.43%) 38 (2.26%) 8 (0.48%) 0 25 2013 1,612 1,545 (95.84%) 18 (1.12%) 38 (2.36%) 11 (0.68%) 0 1

EEOC Workforce Data Tables A-2 and B-2: The BBG operates as a single component. Therefore,

these workforce data table are not applicable.

5There were an additional 3 employees with targeted disabilities that were not accounted for in EEOC Workforce

Data Table B14. This may be due to employees changing their disability status or a system error.


EEOC Workforce Data Tables A3-1, A4-1 and A3-2, A4-2:

The number of senior level officials and managers (Grade 15 or equivalent, and above) in the

agency decreased by 9 from 96 in fiscal year 2012 to 87 in fiscal year 2013.6 White females

decreased by 1, from 23 (23.96%) to 22 (25.29%). However, the percentage for this group

increased. White males decreased by 7, from 59 (61.46%) to 52 (59.77%). Black/African-

American females decreased by 1, from 5 (5.21%) to 4 (4.6%). Black/African-American males

increased by 1, from 1 (1.04%) to 2 (2.3%). Hispanic females increased by 1, from 0 to 1 (1.15%).

Hispanic males decreased by 1, from 2 (2.08%) to 1 (1.15%). The number of Asian females, which

was 2, remained the same. However, the percentage for this group slightly increased (from 2.08%

to 2.3%). The number of Asian males decreased by 1, from 2 (2.3%) to 1 (1.15%). The number of

females that identified as Two or More Races increased by 1, from 1 (1.04%) to 2 (2.3%). The

number of males that identified as Two or More Races decreased by 1, from 1 (1.04%) to 0.

Native Hawaiians or Other Pacific Islanders and American Indians/Alaska Natives were not

employed at the senior levels (Grade 15 and above) within the Agency in fiscal years 2012 or 2013.

Senior Executive Service (SES): The number of SES employees decreased by 1, from 17 to 16

SES employees. This includes 3 White females (18.75%), 10 White males (62.5%), 1

Hispanic/Latino male (6.25%), 1 Asian female (6.25%) and 1 female that identified as Two or More

Races. There were no Blacks/African-Americans, Hispanic/ Latino females, Asian males, Native

Hawaiians or Other Pacific Islanders, American Indians/Alaska Natives, or males that identified as

Two or More Races in the SES during the fiscal year.

EEOC Workforce Data Tables B3-1, B4-1 and B4-1, B-4-2: In fiscal years 2012 and 2013, there

were no employees who self-identified as having a targeted disability employed at the senior level,

including the SES, within the agency. However, there were 5 employees (0.82%) with targeted

disabilities at the mid-levels (Grades 13-14) in fiscal year 2013, which is an increase from the 3

employees (0.48%) with targeted disabilities employed at this level in fiscal year 2012.

EEOC Workforce Data Tables A5-1 and B5-2: In fiscal year 2013, there were 84 employees

classified in wage grades, which is a decrease of 15 from the 99 wage grade employees in the

workforce in fiscal year 2012. There were 72 employees at the WB-02 level in fiscal year 2013.

The number of White females decreased by 1, from 4 (4.82%) to 3 (4.12%). White males decreased

by 9, from 50 (60.24%) to 41 (56.94%). The number remained the same for Black/African-

American females, which was 1, but the percentage for this group slightly increased (from 1.2% to

1.39%). The number of Black/African-American males remained the same, which was 23, but the

percentage for this group increased (from 27.71% to 31.94%). There was 1 Hispanic male

employed at the WB-02 level in fiscal year 2013 and the prior year, but the percentage for this

6 The calculations for fiscal year 2012 were based on tables A3-1 and A3-2 since these tables provided the highest

number of officials and managers (Grade 15 or equivalent and above). However, for fiscal year 2013 tables A4-1

and A 4-2 provided the highest number of senior level officials (GS-15 and SES levels combined). Therefore,

these calculations were cited for fiscal year 2013. It should also be noted in fiscal year 2013 that the agency

produced a table A-3 specifically for Executive/Senior level employees and another table A-3 for non-supervisors

below the Executive/Senior levels. The agency will assess its HR data system in fiscal year 2014.


group slightly increased (from 1.2% to 1.39%). There was also 1 Asian female employed during

both fiscal years, and the percentage for this group slightly increased (from 1.2% to 1.39%). The

number of Asian males decreased by 1, from 2 (2.41%) to 1 (1.39%). There was 1 American

Indian/Alaska Native male employed in fiscal years 2012 and 2013. However, the percentage for

this group slightly increased (from 1.2% to 1.39%).

There were no Hispanic females, Native Hawaiians or Other Pacific Islanders, American

Indian/Alaska Native females and individuals that self-identified in the Two or More Races

category employed at the WB-02 level in fiscal years 2012 or 2013.

The number of employees at the WB-04 grade level increased by 1, from 10 to 11 employees.

White females increased by 1, from 0 to 1 (9.09%). The number of White males remained the

same, which was 8, but the percentage for this group decreased (from 80% to 72.73%). The

number of Black/African-American females and males also remained the same, which was 1

employee classified in both of these groups, but the percentages for these groups decreased (from

10% to 9.09% for these 2 groups).

There were no Hispanics, Native Hawaiians or Other Pacific Islanders, American Indians/Alaska

Natives, and individuals that identified as Two or More Races employed at the WB-04 grade level

in fiscal years 2012 or 2013. There was 1 (100%) employee at the WG-14 level in fiscal years 2012

and 2013, who was a White male.

EEOC Workforce Data Tables B5-1 and B5-2: In fiscal year 2013, 1 employee with a targeted

disability was classified in the wage grades, which is an increase from 0 employees in fiscal year

2012. The employee was classified at the WB-04 grade level, which constituted a 9.09% of the 11

employees classified at this level.

EEOC Workforce Data Tables A6-1, A6-2, B6-1 and B6-2: In fiscal year 2013 the participation

rates for females overall were below the occupational CLFs in the Broadcasting, General Arts &

Information (GAI)-1001 (36.19% v. 45.52%), Broadcasting Equipment Operating-3940 (8.43% v.

11.7%), Information Technology-2210 (14.29% v. 35.26%), Writing & Editing-1082 (37.7% v.

56.84%), Electronics Engineering-0855 (0% v. 9.10%) and Electronics Technician-0856 (0% v.

19.50%) major occupations. Males overall were below the occupational CLF in the Audiovisual

Production-1071 (54.44% v. 62.54%) and Telecommunications-0391 (84.62% v. 88.3%) major

occupations. However, males had high participation rates (above 50%) in these job groups.

The participation rates for Hispanic males were below the occupational CLFs in the Audiovisual

Production-1071 (3.89% v. 5.13%), Broadcasting Equipment Operating-3940 (1.2% v. 8.53%) and

Telecommunications-0391 (3.85% v. 8.53%) major occupations. The participation rates for

Hispanic males were not significantly below the CLFs (at least one employee below the CLF

benchmark) in the Electronics Engineering-0855 (0% v. 5.09%) and General Engineering-0801 (0%

v. 4.5%) mission critical occupations. However, there were no Hispanic males in these major

occupations during the review period. The participation rates for Hispanic females were not

significantly below the occupational CLFs in the mission critical occupations. However, it should

be noted that there were not any Hispanic females in the Broadcasting Equipment Operating-3940

(0% v. 1.15%), Telecommunications-0391 (0% v. 1.15%), Electronics Engineering (0% v. 0.68%),


Electronics Technician-0856 (0% v. 1.97%) and General Engineering-0801 (0% v. 0.79%) major

occupations.

White males were below the occupational CLFs in the Audiovisual Production-1071 (32.78% v.

49.7%), Broadcasting, GAI-1001 (32.23% v. 43.98%) and Broadcasting Equipment Operating-3940

(59.04% v. 66.57%) major occupations. However, the participation rate for White males in the

Broadcasting Equipment Operating-3940 occupation was greater than 50% during the review

period. White females were below the occupational CLFs in the Audiovisual Production-1071

(24.44% v. 28.16%), Broadcasters, GAI-1001 (17.01% v. 37.89%), Broadcasting Equipment

Operating-3940 (4.82% v. 8.11%), Information Technology-2210 (1.1% v. 23.77%), Writing &

Editing-1082 (31.15% v. 48.34%) and Electronics Technician-0856 (0% v. 12.6%) mission critical

occupations. The participation rates for White females were not significantly below the

occupational CLFs in the Electronics Engineering-0855 (0% v. 5.09%) and General Engineering-

0801 (0% v. 7.6%) major occupations. However, White women were not employed in these

occupations during the review period.

The participation rates for Black males and females either exceeded or were not significantly below

the occupational CLFs in the major occupations. However, there were no Black males in the

Electronics Engineering-0855 (0% v. 4.29%) and General Engineering (0% v. 3.31%) major

occupations, and there were no Black females in the Electronics Engineering-0855 (0% v. 0.81%),

Electronics Technician (0% v. 2.20%) and General Engineering-0801 (0% v. 0.88%) major

occupations.

Asian males were below the occupational CLFs in the Broadcasting Equipment Operating-3940

(1.2% v. 2.66%), Information Technology-2210 (6.59% v. 11.44%) and Electronics Technician-

0856 (0% v. 5.51%) mission critical occupations. Asian females were below the occupational CLFs

in the Information Technology-2210 (1.1% v. 5.04%) major occupation. The participation rates for

Asian females were not significantly below the occupational CLFs in the Telecommunications-0391

(0% v. 0.53%), Electronics Engineering-0855 (0% v. 2.3%), Electronics Techinican-0856 (0% v.

2.26%) and General Engineering-0801 (0% v. 2.5%) major occupations. However, there were no

Asian females employed in these mission critical occupations.

Native Hawaiian or Other Pacific Islander males and females were not employed in the mission

critical occupations during the review period. However, their participation rates in the CLF were

relatively small in comparison to the other EEO categories. American Indian or Alaska Native

males were below the occupational CLF in the Broadcasting, GAI-1001 (0.13% v. 0.53%) major

occupations. The participation rates for American Indian or Alaska Natives males were not

significantly below the CLFs in the Information Technology-2210 (0% v. 0.15%),

Telecommuications-0391 (0% v. 0.42%), Writing & Editing-1082 (0% v. 0.22%), Electronics

Engineering-0855 (0% v. 0.21%), Electronics Technician-0856 (0% v. 0.41%) and General

Engineering-0801 (0% v. 0.27%). However, this group was not employed in these occupations

during the review period. There were no American Indian or Alaska Native females employed in

the mission critical occupations during the review period. However, their participation rates in the

CLF were relatively small in comparison to the other EEO categories.

Multiracial males were below the occupational CLFs in the Broadcasting, GAI-1001 (0.64% v.

0.94%) and Broadcasting Equipment Operating-3940 (0% v. 1.65%) mission critical occupations.


Multiracial females were below the occupational CLF in the Broadcasters, GAI-1001(0.38% v.

0.80%) major occupation. With the exception of the Electronics Engineering-0855 (9.09%) major

occupation,7 employees with targeted disabilities were below EEOC’s target of 2% in all the

mission critical occupations.

EEOC Workforce Data Tables A-8, B-8: The agency did not hire any applicants who self-identified

as having a targeted disability during the review period. There were 11 (0.68%) employees with

targeted disabilities in the total workforce in fiscal year 2013, which is a decrease from 8 (0.48%)

employees with targeted disabilities that were in the total workforce in fiscal year 2012. The ratio

of employees in total workforce also remained below the Federal Goal of 2%. To meet the Federal

Goal of 2%, the Agency must newly hire 21 employees with a targeted disability. The percentages

of new hires for the following non-disabled groups were also below the national CLF ratios (See

Chart 3).

CHART 3 - Fiscal Year 2013 New Hires Below the National CLF Ratio (Permanent and Temporary Employees)

Distribution by Race/Ethnicity and Sex Current Ratio National CLF Ratio

White Females 16.67% 31.48% Hispanic/Latino Males 1.19% 8.36% Hispanic/Latino Females 5.95% 6.22% American Indian/Alaska Native Females 0% 0.29% Native Hawaiian/Other Pacific Islander Males and Females 0% 0.08% and 0.07%, respectively

EEOC Workforce Data Tables A-13 and B-13: BBG distributed 755 Time-Off and 32 Cash

Awards, which is a total of 787 Awards. Eight awards (0.59%) were earned by employees that self-

identified as having a targeted disability. (See Chart 4).

FY 2013 Awards 787 (100%)

CHART 4 Distribution By Disability Status

Total

[01] Not Identified [06-94]Disability Targeted Disability Time-Off - 1-9 Hours 0 (0.00%) 17 (2.16%) 4 (0.51%) 17 (2.16%) Time-Off - 9 Plus Hours 2 (0.25%) 8 (1.01%) 2 (0.25%) 10 (1.27%) Cash Award - $100-$500 0 (0.00%) 0 (0.00%) 0 (0.00%) 0 (0.00%) Cash Award - $501 Plus 0 (0.00%) 0 (0.00%) 0 (0.00%) 0 (0.00%) Quality Step Increase 0 (0.00%) 0 (0.00%) 0 (0.00%) 0 (0.00%) Total By Disability 2 (0.25%) 25 (3.18%) 6 (0.76%) 27 (3.43%)

EEOC Workforce Data Tables A-14 and B-14: In fiscal year 2013, there were 132 separations, 129

voluntary and 3 involuntary. One employee with a targeted disability voluntarily separated from

BBG. None of the employees with targeted disabilities were involuntarily separated from the

agency.

7 The Electronics Engineering-0855 major occupation is a relatively small job group within the agency comprised of a total of 11 employees.

There was just 1 (9.09%) employee with a targeted disability employed in this occupation during the review period.


IV. Summary of EEO Plan Objectives to Eliminate Identified Barriers or Correct

Program Action Items

The agency has developed action plans in EEOC Forms 715-01–Part I that will facilitate BBG

in identifying triggers and potential barriers to EEO for groups with participation rates below

the CLF and EEOC goal.

V. Summary of EEO Plan Action Items Implemented or Accomplished

Developmental Opportunities

Mentoring Program: The agency has a long standing formal Mentoring Program (Program)

that was established in 1993. A new Program is initiated annually, and the 2012/2013

Program was launched in October 2012. Thirteen formal mentoring (14 Mentors and 13

Mentees) partnerships were established through this Program (one of the mentors retired

during this session, so an additional mentor participated in the program). Employees who

were selected into the Program engaged in an eight-month mentoring partnership where they

were required to: 1) attend an initial Orientation Session; 2) develop Individual

Development and Action Plans 3) meet at least one hour per week; 4) participate in Monthly

Forums; 5) attend mandatory Mid-Point Energizers; and 6) participate in a Closing

Ceremony. Furthermore, Mentees were required to participate in job-shadowing

assignments, to network with senior managers, and to learn about the mission of the agency

and its core functions.

The agency successfully completed its 2012/2013 Mentoring Program, and acknowledged

the accomplishments of the Mentees and Mentors in a Closing Ceremony, which was held in

June 2013.

Office of Human Resources Internship Program: The agency utilizes the Pathways

Program, which includes the Presidential Management Fellows (PMF), Internship and

Recent Graduates Programs, to recruit, hire and provide high school and college students,

and recent graduates with valuable work experience, and the necessary skills to be

successful in the workplace.

In fiscal year 2013, a total of 217 Interns were brought on board through the volunteer

internship program. This included 162 females (74.65%), 55 males (25.35%), 59 (27.19%)

White females, 20 (9.22%) White males, 25 (11.52%) Black/African-American females, 15

(6.91%) Black/African-American males, 1 (0.46%) Hispanic/Latino females, 1 (0.46%)

Native Hawaiian or Other Pacific Islander female, 73 (33.64%) Asian females, 19 (8.76%)

Asian males, 1 (0.46%) American Indian male and 3 (1.38%) multiracial females.

Minority Serving Institutions Intern/Mentoring Programs: In FY 2013, the agency partnered

with the Hispanic Association of Colleges and Universities (HACU) and Howard

University, and conducted outreach at other educational institutions with a high percentage

of minorities to train and develop students, and to pique students’ interests in BBG and

future careers in broadcasting and journalism. The agency also has an agreement with

Hampton University, as part of the White House Initiative on Historically Black Colleges


and Universities (HBCUs), to bring interns from Hampton University on board where BBG

media professionals can provide them with training and hands on experience in international

broadcasting and journalism. Furthermore, BBG journalists are sharing their experience and

expertise with students at Hampton University’s Scripps Howard School of Journalism and

Communication under a cooperative agreement with BBG.

Agency representatives also attended and supported conferences and events sponsored by

and held at minority serving institutions to demonstrate the agency’s commitment to the

partnerships established with these institutions, and to promoting diversity in the workplace.

The agency also used these events as opportunities to promote employment at BBG and to

conduct targeted outreach to engage potential candidates for future internships with the

agency.

Other Internship Opportunities: The Directorates, Divisions and offices within the agency

have also hosted college and high school interns from different backgrounds and countries

including Africa, Asia, Europe, the Middle East and South America. The agency also

regularly recruits at Howard University’s School of Law and maintains a relationship with

the Black Law Students Association (BLSA) at Georgetown University Law Center,

encouraging students to apply for legal externships and internships at BBG. The agency

also advertises vacancy announcements on the BLSA listserv.

Career Development Opportunities: The agency is currently operating under significant

budget constraints. However, BBG is still committed to providing training and career

development opportunities to current and aspiring employees so they can acquire the needed

skills to be successful, and stay current in their respective career fields. During the review

period the agency offered mission-related training to ensure employees had the necessary

skills to perform the core functions of the agency. Furthermore, the agency implemented

the Workplace Engagement Initiative, which is tasked with developing an effective Cross

Training and Internal Development Program, in addition to other action items, to

successfully train and develop employees in the current budget environment.

The Training Division offers career counseling services through the U.S. Department of

State Career Development Resource Center to promote continuous development and to

encourage employees to chart their own career path. Additionally, the agency encourages

employees to develop their careers through the use of Individual Development Plans (IDPs).

The IDP is a personalized and realistic plan to facilitate employees in achieving their short

and long-term career goals.

Rotational Programs and Detail Assignments: In addition to technical and core skills

training, the agency regularly provides developmental opportunities through rotational

programs and detail assignments to develop a workforce better able to adapt to new

technological and programmatic challenges.


Progress of Targeted Recruitment

The agency’s progress is indicated in the current overall workforce statistics compared to 15

years ago.

Total Minority Workforce FY 1999

FY 2010

FY 2011

FY 2012

FY 2013

% of Total Workforce 38.8% 46.1% 46.76% 46.85% 47.7%

% of Employees at GS-13 and above

23.7% 36.6% 37.85% 37.61% 38.71%

% of Supervisors/Managers 21.1% 32.5% 34.40% 38.63% 41.69%

Total Female Workforce FY 1999

FY 2010

FY 2011

FY 2012

FY 2013

% of Total Workforce 33.9% 38.9% 38.91% 38.6% 39.08%

% of Employees at GS-13 and above

26.3% 35.0%

35.40% 35.77% 36.29%

% of Supervisors/Managers 22.1% 29.0%

27.97% 29.33% 34.70%8

Senior managers participated in targeted recruitment and outreach in an effort to

generate diverse applicant pools with highly qualified candidates. In addition to

posting positions on the USAJOBS website, the agency also publicized vacancies

and outreach activities to Affinity groups and minority serving institutions, and in

local papers geared towards groups with low participation rates in the workforce to

attract applicants from diverse backgrounds. The agency has also used social media

sites such as LinkedIn, Facebook and Twitter to conduct outreach. Furthermore, the

agency created career ladder vacancies, which enabled applicants with less

experience to be hired at a lower grade level and to progress, without competition.

Employee Recognition and Awards

Due to budget constraints under the sequestration, the agency had to significantly cut

funding for its awards program. However, the agency continued to utilize creative ways to

recognize the exceptional performance of its employees through the following programs and

activities.

8 Based on the data available FY 1999-2011 includes supervisors and FY 2012-2013 includes supervisors and

managers.


The agency has a Spotlight on Excellence awards program, which gives officials the

opportunity to “shine a light” on high performers and outstanding program quality, and to

boost morale by publicly recognizing team efforts.

The Radio Broadcast Technician Annual Awards program recognizes Radio Broadcast

Technicians that have demonstrated sustained excellence during the review period.

The David Burke Distinguished Journalism Award is presented to U.S. international

broadcasters who demonstrate exceptional performance, including bravery and reporting

under extreme hardship. Recipients of this award receive a certificate and a cash award.

The agency also recognizes excellent/outstanding performance through the issuance of

Special Recognition, Career Achievement, Distinguished Honor and plague awards.

Leadership also issue certificates of appreciation, and publicly recognizes employees at staff

meetings, events and ceremonies.

On the agency’s home intranet page, in the “Kudos” column, the agency announces the

significant achievements of employees and expresses appreciation for their contributions.

Leadership also nominates exemplary employees for external awards programs where BBG

employees’ performance and achievements can be publicly recognized by international

news and broadcasting community.

Managers and supervisors also recognize high performance and significant employee

contributions through the issuance of Time-Off and informal awards.

Information-Gathering

As mentioned previously, the agency created the Workplace Engagement Initiative (WEI),

which is a joint effort by VOA, BBG and OCB whose role is to address the concerns of

employees as reflected in OPM’s annual survey – the Federal Employee Viewpoint Survey.

The WEI is overseen by the IBB Chief of Staff, an IBB Project Manager, the VOA Chief of

Staff, a VOA Program Manager, and a representative from OCB. The WEI has three focus

areas: Effective Leadership and Strategic Management, Performance Based Rewards and

Achievement and Family Friendly Culture Benefits. Under these 3 areas are 12 Actions

Items, which are headed by 19 Action Leaders. (See Section II, Essential Element B).

Employee Engagement & Communication

Leadership addressed employee engagement and morale issues by:

Attending Diversity & Inclusion, Best Places to Work, leadership and related training

and events to develop and strengthen interpersonal and communication skills to

effectively manage a diverse workforce.

Encouraging supervisors to take a more active role in engaging staff, and identifying

specific steps supervisors should take to provide employees and contractors with


constructive feedback, as well as providing an environment where staff feels

comfortable discussing problems and concerns with management.

Requiring supervisors and managers to conduct regular staff meetings to share

information, invite employee input, and to recognize employee ingenuity and

innovation.

Promoting flexible workplace polices – including telework and alternative work

schedules, wellness programs and other work/life flexibilities and benefits.

Assigning a representative from each office to promote the Combined Federal

Campaign, which also promotes team work and altruism in the workplace.

Serving on the agency’s EEO, Diversity & Inclusion Council, WEI, Morale

Committee and/or Funfest Team, and participating in social activities, to

implement/support the agency’s EEO program, boost employee morale, and promote a

positive work environment.

Collaborating with Union representatives to develop agency policies, procedures,

employee flexibility programs, and to address employees’ concerns.

Working with OCR to reasonably accommodate persons with disabilities. The agency

did not deny any requests for reasonable accommodations during the fiscal year.

Using small work groups to tackle workplace issues at different levels within the

agency as part of an effort to involve employees in decisions affecting them in an

effort to improve employee morale and engage the workforce.

The agency continues to utilize electronic communications to promote EEO, Diversity, and

Employee Engagement, including:

Posting the Tune In News Blog. The agency capitalized on the popular employee

blog, Tune In, to raise awareness for EEO special emphasis programs as well as

feature a diverse representation of employees. It also included answers to employee

questions, news clips, current events, and other items of interest.

Placing the highlights of monthly VOA, IBB, and OCB reports, and weekly senior

staff meetings on the Intranet to provide current information on Agency activities and

challenges.

Utilizing Intranet sites to make information readily available to all employees,

including administrative guidelines, contacts, and links to significant reports (i.e. from

the IBB Office of Performance Review, OCR, OHR, OIG and GAO).


Training and Development

The agency is committed to providing training and career development opportunities to its

workforce to ensure leadership and employees have the core competencies and skills

necessary to carry out the mission of the agency, excel in their respective career fields and to

be successful in a diverse workforce. Furthermore, BBG continued to offer its Diversity

series, which is a variety of EEO, diversity and inclusion courses.

The agency offered developmental/training opportunities, rotational programs and detail

assignments to develop a workforce better able to adapt to new technological and

programmatic challenges.

Managers/supervisors are required to assess employee training and development needs and

provide for those needs whenever possible.

Leadership

New managers and supervisors are required to successfully complete the “Foundations of

Leadership: Skills for Supervisors” course during their probationary period. This training is

a comprehensive five-day leadership course that is taught off-site. Furthermore, managers

and supervisors are required to periodically take refresher leadership courses.

As part of the orientation process, new managers and supervisors are also required to

complete various training during their probationary period to ensure they have the core skills

and competencies to successfully lead a diverse workforce.

Other leadership training was conducted on important management skills, including:

communication, listening, coaching, team building, managing performance, diversity and

inclusion, and addressing conduct problems and poor performance.

Senior leadership actively participates on the agency’s EEO, Diversity & Inclusion

Advisory Council, which is mostly comprised of senior managers (Grade 15 and above).

The council meets quarterly to discuss EEO and Diversity-related issues, and assists OCR

with implementation of the agency’s EEO program.

Facilities, Safety and Security

The agency maintained safe, healthy, and accessible facilities. Additionally, the agency’s

Occupant Emergency Plan, which is posted on the Intranet, provides employees and

contractors information on what they must do in an emergency.

The agency provided information on personal safety, security and the facilities through a

number of avenues, including Tune In posts, email announcements, “DeskAlerts” (pop-up

notices on computers), and postings in the facilities.

Federal Law requires agencies to provide annual Information Security Awareness (ISA)

Training to employees and contractors who have access to government computer systems.


To meet this statutory requirement, during orientation all new employees are briefed on

Information Security requirements, and potential risks to government computer systems, and

how to reduce these risks. New employees are also required to complete the mandatory

online ISA training within 5 months of coming on onboard. All employees are required to

take refresher ISA training annually.

The agency provided reasonable accommodations, including interim accommodations as

needed, to job candidates and employees from diverse backgrounds, including persons with

disabilities. No complaints were filed against the agency regarding the denial of reasonable

accommodations in fiscal year 2013.


EEOC Form 715-01 Part G: Annual Self-Assessment Checklist against Elements

The Form 715-01 Part G is attached to this report. Additionally, the agency’s accomplishments

are documented in Part V: Summary of EEO Plan Action Items Implemented or Accomplished.

The agency also developed action plans to explore triggers that were revealed in its annual self-

assessment to identify potential barriers to EEO and diversity in the workforce. (See EEO

Forms 715-01, Parts H and I).

EEOC Form 715-01 Part H: EEO Plan to Attain a Model EEO Program

The agency’s action plans to attain a Model EEO Program are included in EEOC Forms 715-01

Part H of this report.

EEOC Form 715-01 Part I: EEO Plan to Eliminate Identified Barriers

The agency’s action plans to explore triggers to identify potential barriers to EEO and diversity

are included in EEOC Forms 715-01 Part I of this report.


EEOC FORM 715-01 PART J

U.S. Equal Employment Opportunity Commission FEDERAL AGENCY ANNUAL EEO PROGRAM STATUS REPORT

Special Program Plan for the Recruitment, Hiring, and Advancement of Individuals With Targeted Disabilities

PART I – Agency Information

1. Agency Broadcasting Board of Governors

PART II Employment Trend

and Special Recruitment for Individuals With

Targeted Disabilities

Enter Actual Number at the ...

... beginning of FY 2013.

... end of FY 2013. Net Change

Number % Number % Number Rate of Change

Total Work Force 1684 100% 1612 100% -72 -4.28%

Reportable Disability

46 2.73% 49 3.04% +3 6.52%

Targeted Disability*

8 0.48% 11 0.68% +3 37.5%

* If the rate of change for persons with targeted disabilities is not equal to or greater than the rate of change for the total workforce, a barrier analysis should be conducted (see below).

1. Total Number of Applications Received From Persons With Targeted Disabilities during the reporting period.

Data unavailable for new hires.

2. Total Number of Selections of Individuals with Targeted Disabilities during the reporting period.

0

PART III Participation Rates In Agency Employment Programs

Other Employment/Personnel Programs Total Workforce

1,612 (100%)

[06-94] Reportable Disability

[23-25; 28-38; 64-68; 82; 90; 91] Targeted Disability

[01] Not Identified

[05] No Disability

49 3.04% 11 0.68% 18 1.12% 1,545 95.84%

3. Internal Competitive Promotions 25 (100%)

0 0% 0 0% 0 0% 25 100%

4. Non-Competitive Promotions 15 (100%)

1 6.67% 1 6.67% 1 6.67% 13 86.67%

5. Employee Career Development Programs

6 (100%)

0 0% 0 0% 0 0% 6 100%

5.a. Grades GS 4 – 12

4 (100%)

0 0% 0 0% 0 0% 4 100%

5.b and c. Grades GS 13-15, and SES *Totals does not include SES

0 (0%)

0 0% 0 0% 0 0% 0 0%

6. Employee Recognition and Awards 787 (100%)

25 3.18% 6 0.76% 2 0.25% 760 95.57%

6.a. Time-Off Awards (465 @ 1 to 9 hours and 290 @ 9 hours and above)

755 (100%)

25 3.31% 6 0.79% 2 0.26% 728 96.42%

6.b. Total Cash Awards (0 QSIs; 23 @ $100-500; and 9 @ $501 plus)

32 (100%)

0 0% 0 0% 0 0% 32 100%


Broadcasting Board of Governors Fiscal Year 2012 (Oct. 1, 2011 to Sept. 30, 2012)

EEOC FORM

715-01 Part J

SPECIAL PROGRAM PLAN FOR THE RECRUITMENT, HIRING, AND ADVANCEMENT OF INDIVIDUALS WITH TARGETED DISABILITIES

Part IV

Identification and Elimination of

Barriers

Agencies with 1,000 or more permanent employees MUST conduct a barrier analysis to address any barriers to increasing employment opportunities for employees and applicants with targeted disabilities using FORM 715-01 PART I. Agencies should review their recruitment, hiring, career development, promotion, and retention of individuals with targeted disabilities in order to determine whether there are any barriers.

Part V

Goals for Targeted Disabilities

Agencies with 1,000 or more permanent employees are to use the space provided below to describe the strategies and activities that will be undertaken during the coming fiscal year to maintain a special recruitment program for individuals with targeted disabilities and to establish specific goals for the employment and advancement of such individuals. For these purposes, targeted disabilities may be considered as a group. Agency goals should be set and accomplished in such a manner as will affect measurable progress from the preceding fiscal year. Agencies are encouraged to set a goal for the hiring of individuals with targeted disabilities that is at least as high as the anticipated losses from this group during the next reporting period, with the objective of avoiding a decrease in the total participation rate of employees with disabilities.

Goals, objectives and strategies described below should focus on internal as well as external sources of candidates and include discussions of activities undertaken to identify individuals with targeted disabilities who can be (1) hired; (2) placed in such a way as to improve possibilities for career development; and (3) advanced to a position at a higher level or with greater potential than the position currently occupied.

Fiscal Year 2014 Planned Outreach, Recruitment, Hiring, and Advancement Strategies for Identifying

Qualified Applicants with Targeted Disabilities

1. Continue to promote the use of the Schedule A hiring authority to senior leadership and hiring

managers as a tool to select qualified applicants, including veterans, with targeted disabilities.

2. Continue to partner and collaborate with disability organizations and agencies. In fiscal year

2013, the agency met with the U.S. Department of Labor, Office of Disability Employment

Policy, which provided the agency with disability resources, including a referral to the Council of

State Administrators of Vocational Rehabilitation (CSAVR), National Employment Team (NET).

As a result, BBG has partnered with CSAVR. This partnership has broadened the agency’s

recruitment, training and reasonable accommodation resources/options for persons with targeted

disabilities. The agency will continue to initiate partnerships with disability organizations and

institutions to recruit, hire and retain qualified persons with disabilities.

Additionally, in the first quarter of fiscal year 2014, the agency partnered with the Department of

Aging and Rehabilitative Services to provide Disability Employment Training to senior

leadership and members of the agency’s EEO, Diversity & Inclusion Advisory Council.

3. Encourage employees with targeted disabilities to participate in the agency’s Mentoring Program

to facilitate their professional development, and connections with senior leadership and

professional networks.

4. Conduct a focus group with employees with targeted disabilities to discuss their recruitment,

hiring, and career development experiences with the agency, and perceived barriers to the

employment and retention of qualified persons with targeted disabilities. And evaluate feedback

provided in workforce surveys to assess employee morale and satisfaction.


5. Continue to work with senior leadership and disability organizations to identify and remove

potential barriers to EEO for qualified employees with disabilities, and to recruit qualified

candidates with targeted disabilities.

6. Evaluate career advancement opportunities for employees with targeted disabilities for mission-

critical and senior level positions; and prepare them for advancement by providing the necessary

training and developmental opportunities.

7. Implement an applicant tracking system that accurately tracks the number of applicants that

voluntarily self-identified as having a targeted disability to enable the agency to conduct a

complete analysis of the recruitment and selection processes.


EEOC FORM

715-01

PART H

U.S. Equal Employment Opportunity Commission

FEDERAL AGENCY ANNUAL


Broadcasting Board of Governors FY 2013

STATEMENT of

MODEL PROGRAM

ESSENTIAL ELEMENT

DEFICIENCY:

Essential Element A- Demonstrated Commitment for Agency Leadership

The agency did not issue updated EEO and Anti-harassment policy

statements in fiscal year 2013; and the agency’s current Anti-harassment

policy statement does not meet EEOC requirements because it does not: 1)

clearly address non-sexual harassment; 2) provide complainants with

multiple avenues for filing complaints alleging harassment; 3) notify

employees and applicants for federal employment that claims of harassment

will be kept confidential to the extent possible.

OBJECTIVE: To issue updated EEO and Anti-harassment policy statements in accordance

EEOC guidelines.

RESPONSIBLE OFFICIAL: Chairman, Board of Governors and OCR Director

DATE OBJECTIVE

INITIATED:

June 2013

TARGET DATE FOR

COMPLETION OF

OBJECTIVE:

June 30, 2014

PLANNED ACTIVITIES TOWARD COMPLETION OF OBJECTIVE: TARGET DATE

(Must be specific)

The OCR resubmitted drafts of the agency’s updated EEO and Anti-harassment

policy statements in June 2013 for review and clearance. However, in

August/September 2013, 4 members of the Board of Governors (Board), including the

Chairman, were appointed to the Board for the agency. Therefore, due to competing

priorities, the policy statements are currently pending review and clearance by key

agency officials.

April 18, 2014

Revise policy statements in accordance with feedback from reviewing/approving

officials.

May 16, 2014

Issue updated EEO and Anti-harassment policy statements that meet EEOC

requirements.

June 30, 2014

REPORT OF ACCOMPLISHMENTS AND MODIFICATIONS TO OBJECTIVE

Drafts of EEO and Anti-harassment policy statements were submitted for review and clearance in June 2013.


However, 4 members of the Board, including the Chairman, were appointed in August/September 2013.

Additionally, the head of the agency retired in November 2013. Therefore, the policy statements are currently

pending review and clearance by key agency officials to ensure the statements meet requirements and

support the mission of the agency. It is anticipated that the updated policy statements will be approved and

issued on or before June 30, 2014.

EEOC FORM

715-01

PART H





STATEMENT of

MODEL PROGRAM

ESSENTIAL ELEMENT

DEFICIENCY:

Essential Element D - Proactive Prevention of Unlawful Discrimination.

The agency does not have a standardized system and procedures for

tracking applicant flow data. However, the agency is in the process of

entering into a MOU with OPM to obtain approval to access the USA Staffing

applicant flow data files for applicants/selectees that applied for positions

with BBG through USA Jobs.

OBJECTIVE: Establish an applicant tracking system (for hires/appointments and

promotions) to measure effectiveness of recruiting efforts and identify any

artificial barriers affecting the appointment and promotion of women or

minorities or persons with disabilities:

Collect data on gender, race/ethnicity, disability, and how notified

about position;

Keep statistics on applicant pool, qualified list, best-qualified list, and

selectees to assess effectiveness of recruiting efforts and identify

and address any barriers.

RESPONSIBLE OFFICIAL: OCR and HR Directors

DATE OBJECTIVE

INITIATED:

June 3, 2013

TARGET DATE FOR

COMPLETION OF

OBJECTIVE:

October 31, 2014


(Must be specific)

Finalize the MOU between OPM and BBG granting the agency access to applicant

flow data for applicants/selectees that applied for positions with the BBG through USA

Jobs.

April 30, 2014


The agency should be able to access, retrieve and produce applicant flow data

reports from the OPM, USA Staffing database.

May 12, 2014

The OCR Director and Affirmative Employment & Diversity Mgr. will meet with the

Enterprise Applications Division Manager and OHR Director (or her designee) to

explore available options for developing an internal system and procedure for

collecting and tracking promotion and applicant data that is not captured by the USA

Staffing database in accordance with EEOC guidelines.

May 15, 2014, June

17, 2014, July 15,

2014, August 14,

2014, September 16,

2014

The Enterprise Applicants Division will present the proposed template for the internal

promotion and applicant tracking system to test the functionality and accuracy of the

system.

August 29, 2014

Fully implement the internal promotion and applicant tracking system, and conduct

analyses and reporting in accordance with EEOC guidelines.

October 31, 2014


In June 2013, the agency initiated the process of entering into a MOU with OPM to obtain approval to access

the USA Staffing applicant flow data files for applicants/selectees that applied for positions with BBG through

USA Jobs. The draft of the MOU was deemed acceptable by key agency and OPM officials. However, OPM

recommended that the MOU be finalized after the agency received its new Authority to Operate (ATO) for the

database that will receive and store applicant flow data files. The agency was granted the new ATO on

January 24, 2014. However, the agency’s Enterprise Applications Division is currently reassessing the

necessity and efficiency of utilizing the current designated system to receive and store the USA Staffing

applicant flow data files, and is in the process of updating the draft of the MOU to reflect its current

recommendations for the proper retrieval and storage of the data. It is expected that the final MOU between

OPM and BBG will become effective in April 2014.

In fiscal year 2013, the OCR Director and Affirmative Employment and Diversity Manager also held

discussions with the HR Director, Information Systems & Solutions Division Chief and Enterprise Applications

Division Manager to discuss the development of an internal promotion and applicant tracking system to track

candidates, promotions and selections that are not captured by the USA Staffing database. Due to competing

priorities and limited resources, it was agreed that the promotion/applicant tracking system would be

completed in phases, and the agency is currently focusing on completing the first phase of the project, which

is to finalize the MOU with OPM to enable the agency to access the USA Staffing applicant flow data files.

The agency plans to resume discussions on the next phase(s) of the project, which involves the development

of the internal applicant tracking system in May 2014.


EEOC FORM

715-01

PART H





STATEMENT of

MODEL PROGRAM

ESSENTIAL ELEMENT

DEFICIENCY:

Essential Element E - Efficiency

In FY 2013, 30 of 38 (78.95%) employees rejected the agency’s offer of

ADR, and elected to participate in traditional EEO counseling at the informal

stage of the EEO complaint process.

OBJECTIVE: To increase the employee election rate for ADR to resolve EEO complaints

informally.

RESPONSIBLE OFFICIAL: OCR Director and Senior Leadership

DATE OBJECTIVE

INITIATED:

October 1, 2013

TARGET DATE FOR

COMPLETION OF

OBJECTIVE:

September 30, 2014


(Must be specific)

EEO Counselors will continue to offer and promote ADR to aggrieved persons and

responding management officials at the informal stage of the EEO complaint process.

October 1, 2013 and

ongoing

Continue to encourage managers and supervisors to offer ADR to employees before

disagreements and conflicts escalate into complaints, including during EEO and

Diversity training/forums, senior staff meetings and EEO, Diversity & Inclusion

Committee meetings.

October 1, 2013 and

ongoing

Promote the use of ADR during the required briefings on the EEO process during

employee orientations and leadership training.

October 1, 2013 and

ongoing

Develop a database to track the reasons employees rejected the agency’s offer of

ADR.

April 30, 2014 and

ongoing



During the fiscal year, the agency offered ADR to all (38 of 38 – 100%) of counselees and encouraged

managers and supervisors to participate in ADR. There was an increase of the percentage of employees who

accepted the offer of ADR from 3.77% in fiscal year 2012 to 21.05% in fiscal year 2013. Additionally, none of

the managers and supervisors involved in the complaints declined to participate in ADR.

The agency also promoted the use of ADR at the new employee orientations and leadership training by

providing an overview of the program and discussing the benefits of attempting to resolve disputes at the

lowest level possible. The agency’s ADR brochure was also provided to all new employees and is available to

all current employees on the agency’s intranet.

The OCR Director and EEO Counselors have informally surveyed aggrieved employees to obtain the reasons

why they declined to participate in ADR, and aggrieved employees indicated they do not want to participate in

ADR because they do not feel comfortable directly engaging management during the ADR process due to the

power imbalance between parties.

The agency created the Workplace Engagement Initiative (WEI), which is a joint effort by VOA, BBG and OCB

whose role is to address the concerns of employees as reflected in the Office of Personnel Management’s

(OPM) annual survey – the Federal Employee Viewpoint Survey. The WEI is overseen by the IBB Chief of

Staff, an IBB Project Manager, the VOA Chief of Staff, a VOA Program Manager, and a representative from

OCB. The WEI has three focus areas: Effective Leadership and Strategic Management, Performance Based

Rewards and Achievement and Family Friendly Culture Benefits. Under these 3 areas are 12 Actions Items,

which include Strategic Communications, Health and Wellness and Management Training. Therefore, the

agency has taken steps to improve communications, develop leadership skills and to boost employee morale

in the workforce. This should increase trust and better work relationships amongst leadership and employees

where they are willing engage in professional discussions regarding workplace issues even during the ADR

process to resolve disputes at the lowest level possible. Moreover, the agency will continue to offer and

promote ADR to the workforce and leadership.

During the fiscal year the agency also conducted an assessment of its complaints tracking system and

determined that it does not have the capability to adequately track the reasons why aggrieved

persons/complainants declined ADR. However, the agency plans to develop an Excel spreadsheet to begin

tracking the reasons for declination in fiscal year 2014 until the agency obtains the funding to update its

complaints tracking system to track this information.

EEOC FORM

715-01

PART H





STATEMENT of

MODEL PROGRAM

ESSENTIAL ELEMENT

DEFICIENCY:

Essential Element E - Efficiency

The agency did not timely issue 2 of 2 merit Final Agency Decisions (FADs)

during the review period due to budget constraints.


OBJECTIVE: Timely issue FADs in accordance with EEOC regulations and guidelines.

RESPONSIBLE OFFICIAL: OCR Director

DATE OBJECTIVE

INITIATED:

October 1, 2013

TARGET DATE FOR

COMPLETION OF

OBJECTIVE:

September 30, 2014


(Must be specific)

Utilize current tracking systems to monitor the status of the election and completion of

FADs to ensure they are timely issued by the agency.

October 1, 2013 and

ongoing

If resources and funding are limited, partner with other federal agencies to timely draft

pending FADs.

October 1, 2013 and

ongoing



EEOC FORM

715-01

PART I





STATEMENT OF CONDITION THAT WAS A

TRIGGER FOR A POTENTIAL BARRIER:

Provide a brief narrative describing the

condition at issue.

How was the condition recognized as a

potential barrier?

EEOC Table B-1: The participation rate for

employees with targeted disabilities was

0.68%, which is below EEOC’s goal of 2%.

EEOC Table B-6: With the exception of the

Electronics Engineering-0855 (9.09%) major

occupation (which had a total of 11

employees), the participation rates for

employees with targeted disabilities were

below EEOC’s target of 2% in all the mission

critical occupations.

EEOC Table B-8: Applicants with targeted

disabilities were not hired in fiscal year 2013.

EEOC Table B-11: Employees with targeted

disabilities were not selected internally for

mid/senior level (GS-13/14, GS-15 and SES)

positions during the review period.

EEOC Table B-14: 1 (0.76%) employee with

targeted disabilities voluntarily separated

from the agency.

BARRIER ANALYSIS:

Provide a description of the steps taken and

data analyzed to determine cause of the

condition.

An analysis of EEOC’s Workforce Data Tables

B-1, B-6, B-8 and B-11 revealed the triggers,

which require further evaluation to determine

if there are potential barriers to EEO for

individuals with targeted disabilities.

An eight-year trend analysis for fiscal years

2006-2013 shows the participation rates of

employees with targeted disabilities have

consistently remained below EEOC’s goal of

2%.

STATEMENT OF IDENTIFIED BARRIER:

Provide a succinct statement of the agency

policy, procedure or practice that has been

Based on fiscal years 2006-2013 workforce

statistical data, the agency has developed an

EEO action plan to identify and remove

potential barriers that may be adversely


determined to be the barrier of the undesired

condition.

affecting the recruitment, selection and

retention of qualified applicants with targeted

disabilities.

OBJECTIVE:

State the alternative or revised agency policy,

procedure or practice to be implemented to

correct the undesired condition.

To ensure the agency has an effective

recruitment program for individuals with

targeted disabilities, and the selection process

is valid and fair for all employees; and to

attract and retain qualified employees with

disabilities in the workforce.

RESPONSIBLE OFFICIAL: OHR and OCR Directors, and Senior

Leadership

DATE OBJECTIVE INITIATED: October 1, 2013

TARGET DATE FOR COMPLETION OF

OBJECTIVE:

Ongoing (whenever there is an opportunity

for outreach and recruitment and evaluation).

EEOC FORM

715-01

PART I

EEO Plan To Eliminate Identified Barrier


(Must be specific)

Continue to timely reasonably accommodate persons with disabilities in

accordance with the Rehabilitation Act and implementing regulations and

guidelines to retain and become an employer of choice for qualified Persons

with Targeted Disabilities (PWTDs).

October 1, 2013 and

ongoing

Continue to encourage PWTDs to participate in the agency’s Mentoring

Program and to utilize Individual develop Plans to facilitate their professional

development and to increase their connections with senior leadership and

career networks within/outside the agency.

October 1, 2013 and

ongoing

In collaboration with the Department of Aging and Rehabilitative Services, U.S.

Department of Labor, Office of Disability Employment Policy (ODEP) and other

disability organizations and agencies, develop and present Disability

Employment Awareness and Reasonable Accommodations Training to agency

leadership.

October 29, 2013 and

August 27, 2014

Continue to host EEO, Diversity & Inclusion Advisory Council meetings to

promote the employment and reasonable accommodation of qualified PWTDs,

and to provide leadership and members with the information, tools and

resources to meet their obligations under the Rehabilitation Act, MD 715 and

other applicable federal regulations and guidelines.

April 29, 2014, July 29,

2014 and October 28,

2014


Establish an applicant tracking system (for both appointment and promotion) to

measure effectiveness of recruiting efforts and identify any artificial barriers

affecting the appointment and promotion of persons with disabilities.

• Collect data on disability status, and how informed about position

• Keep statistics on applicant pool, qualified list, best-qualified list, and

selectees to assess effectiveness of recruiting efforts and identify and address

any barriers the agency will utilize survey results to assess employee

satisfaction, employee engagement and their work experience at the agency.

The agency will also encourage senior leadership, managers and supervisors

to invite/utilize feedback from the workforce, including PWTDs, to evaluate the

agency’s progress in promoting Diversity and Inclusion in the workforce.

May 12, 2014 - 1st phase

(Implementation of MOU

between OPM and BBG to

obtain approval to access

USA Staffing applicant

flow data)

October 31, 2014 - 2nd

phase (Implementation of

additional internal

promotion/applicant

tracking system)

Conduct focus group with PWTDs employed by the agency to discuss their

recruitment, hiring, and career development experiences with the agency, and

to identify potential barriers/solutions to successfully employing and retaining

PWTDs.

June 30, 2014

Partner with local disability and rehabilitation organizations to have 2

career/interview fairs each year to introduce/orient pre-screened PWTDs to the

agency, and to further screen, interview and hire/appoint qualified PWTDs.

August 14, 2014

February 11, 2015

REPORT OF ACCOMPLISHMENTS and MODIFICATIONS TO OBJECTIVE

To become an employer of choice for persons with disabilities, the agency’s Office of Civil Rights (OCR) and

Office Human Resources (OHR) have significantly increased its efforts to work collaboratively with

management to reasonably accommodate persons with disabilities, and to quickly resolve disputes involving

requests for accommodations amenably and expeditiously. In fiscal year 2013, the agency granted most

requests for accommodations for disabling conditions, and offered reasonable alternatives in cases where it

was determined it would not be feasible or would pose an undue hardship for the agency to provide the

requested accommodation. The agency’s willingness to reasonably accommodate employees contributed to

a complaint case load of zero complaints involving the denial of reasonable accommodations in fiscal year

2013. The BBG plans to continue to grant requests for reasonable accommodations and provide viable

alternatives where necessary to increase employee morale and satisfaction, and to attract highly-qualified

persons with disabilities for employment opportunities within BBG.

During the review period, BBG met with the U.S. Department of Labor, ODEP, which informed the agency

representative of an assortment of tools and resources the agency could utilize to increase the participation

rates of qualified PWTDs in the workforce, including the Council of State Administrators of Vocational

Rehabilitation (CSAVR). Subsequently, BBG initiated a partnership with CSAVR, National Employment

Team (NET). This partnership has broadened the agency’s recruitment, training and reasonable

accommodation resources/options for persons with targeted disabilities. The BBG has begun forwarding

vacancies to NET to solicit qualified candidates with targeted disabilities for positions within BBG. OCR and

OHR are currently collaborating to standardize this process, and to present a proposal to senior leadership

recommending that the agency utilize the Schedule A hiring authority, local disability organizations and other

disability recruitment tools in lieu of the competitive selection process for some vacancies to hire persons

with targeted disabilities.

Additionally, as result of the partnership established between BBG and CSAVR, BBG collaborated with the


Department of Aging and Rehabilitative Services to provide comprehensive Disability Employment

Awareness training to agency leadership at the first quarter fiscal year 2014 EEO, Diversity & Inclusion

Advisory Council (EDIAC) meeting. The training was well received by attendees.

The BBG also utilizes its quarterly EDIAC meetings, which are mostly attended by senior leadership, to

periodically inform leaders of their responsibilities to take affirmative actions to hire/employ, develop and

retain qualified persons with targeted disabilities. Attendees are also briefed on the tools and resources they

can utilize to hire, train and retain persons with disabilities. Furthermore, the meetings provide a forum

where leadership can discuss barriers to hiring/retaining persons with targeted disabilities, and to share

ideas, successes, and recommendations for becoming a model employer for persons with disabilities.

To enable the agency to conduct barrier analysis of the agency’s selection process, in June 2013, the

agency initiated the process of entering into a MOU with OPM to obtain approval to access the USA Staffing

applicant flow data files for applicants/selectees that applied for positions with BBG through USA Jobs. The

draft of the MOU was deemed acceptable by key agency and OPM officials. However, OPM recommended

that the MOU be finalized after the agency received its new Authority to Operate (ATO) for the database that

will receive and store applicant flow data files. The agency was granted the new ATO on January 24, 2014.

However, the agency’s Enterprise Applications Division is currently reassessing the necessity and efficiency

of utilizing the current designated system to receive and store the USA Staffing applicant flow data files, and

is in the process of updating the draft of the MOU to reflect its current recommendations for the proper

retrieval and storage of the data. It is expected that the final MOU between OPM and BBG will become

effective in April 2014.

In fiscal year 2013, the OCR Director and Affirmative Employment and Diversity Manager also held

discussions with the HR Director, Information Systems & Solutions Division Chief and Enterprise

Applications Division Manager to discuss the development of an internal promotion and applicant tracking

system to track candidates, promotions and selections that are not captured by the USA Staffing database.

Due to competing priorities and limited resources, it was agreed that promotion/applicant tracking system

would be completed in phases, and the agency is currently focusing on completing the first phase of the

project, which is to finalize the MOU with OPM to enable the agency to access the USA Staffing applicant

flow data files. The agency plans to resume discussions on the next phase(s) of the project, which involves

the development of the internal applicant tracking system in May 2014.


EEOC FORM

715-01

PART I







Provide a brief narrative describing the condition at

issue.

How was the condition recognized as a potential

barrier?

EEOC Table A-1

Females’ participation rate of 39.08% in the total

workforce was below the CLF of 47.21%.

Hispanic/Latino Females’ participation rate of 2.61%

in the total workforce was below the CLF of 6.22%.

Hispanic/Latino Males’ participation rate of 5.09% in

the total workforce was below the CLF of 8.36%.

White Females’ participation rate of 16.63% in the

total workforce was below the CLF of 31.48%.

EEOC Table A-14

Females’ separation rate was 37.12% in comparison

to their participation of 39.08% in the total workforce.

Hispanic/Latino Females’ separation rate was 2.27%

in comparison to their participation of 2.61% in the

total workforce.

Hispanic/Latino Males’ separation rate was 4.55% in

comparison to their participation rate of 5.09%.

White Females’ separation rate of 18.94% exceeded

their participation rate of 16.63%.

BARRIER ANALYSIS:

Provide a description of the steps taken and data

analyzed to determine cause of the condition.

An analysis of EEOC’s Workforce Data Tables A-1

and A-14 indicates the conditions listed above

should to be further assessed to determine if there

are potential barriers for these groups to ensure the

agency maintains a model EEO program.


Provide a succinct statement of the agency policy,

procedure or practice that has been determined to

be the barrier of the undesired condition.

The agency needs to further evaluate why the

participation rates for Females, Hispanics and White

females were below the CLF and why these groups

are separating from the agency to determine if there

are potential barriers to EEO for these groups.

OBJECTIVE:


To determine if there are potential barriers that limit

the participation of these groups in the workforce. To

ensure the selection process is valid and fair for all


procedure or practice to be implemented to correct

the undesired condition.

employees. To enhance targeted recruitment

efforts.

RESPONSIBLE OFFICIAL: Senior leadership, OCR and OHR Directors



OBJECTIVE:

September 30, 2014

EEOC FORM

715-01

PART I



(Must be specific)

Evaluate the agency’s recruitment and outreach activities to determine if they

are effective, and if there are barriers or potential barriers to EEO and attaining

a diverse workforce. And based on this analysis, develop and implement

recruitment strategies to increase the participation rates of women and

Hispanics in the federal workforce.

April 1, 2014 and ongoing

Strongly encourage employees to develop and timely update Individual

Development Plans to facilitate the planning and timely completion of training

and development activities so they can stay current with the advancements in

their career field, to increase their chances of advancement, and to improve

morale and job satisfaction.

April 1, 2014 and ongoing

Review exit interviews and survey data to determine why employees

separated from the agency, including an assessment of their employment

experience with the agency, and their perception of the availability or lack of

career advancement opportunities within the agency.

April 30, 2014

October 31, 2014

Implement standardized procedure to accurately and timely collect and track

applicant flow data in accordance with MD-715, which will enable the agency

to assess the diversity of its applicant/candidate pools and identify and remove

possible artificial barriers. (See EEOC Form 715-01, Part H).

May 12, 2014

October 31, 2014

Collaborate with Federally Employed Women (FEW) and National Federal

Women’s Program Managers to host and provide training and developmental

opportunities for women in the federal workforce, and to identify and remove

barriers to the employment, advancement and retention of women in the

workforce.

May 29, 2014

August 13, 2014

Collaborate with the League of United Latin American Citizens (LULAC) and

other Hispanic affinity groups to host and provide training and developmental

opportunities for Hispanics in the federal workforce, and to identify and remove

barriers to the employment, advancement and retention of Hispanics in the

workforce.

June 3, 2014-September

17, 2014


Where possible fill positions at or near the entry level that include career

ladders to higher grade levels to attract highly-qualified candidates.

June 3, 2014 and ongoing


In fiscal year 2013, during the quarterly EEO, Diversity & Inclusion Advisory Council meetings leadership

was informed of the agency’s EEO/diversity initiatives and available resources to employ, advance and

retain a qualified and diverse workforce in accordance with applicable federal laws, regulations, guidelines

and executive orders. Additionally, BBG hosted the July National Council of Hispanic Employment Program

Managers (NCHEPM) monthly meeting and collaborated with other federal agencies to provide significant

updates to the federal community regarding Hispanic employment in the workforce, and to identify barriers

and solutions to successfully employing, advancing and retaining qualified Hispanic employees in the federal

workforce. Some of the perceived barriers identified at these meetings were: 1) Many Hispanics do not self-

identify their race/ethnicity as Hispanic. Therefore, the workforce statistics do not reflect the true participation

rates of Hispanics in the federal workforce; 2) Hispanics are not adequately prepared for advancement in

comparison to other EEO categories; 3) Hispanics are generally not willing to relocate away or commute far

from family to accept federal positions, which are mainly located in D.C. or other locations with low Hispanic

participation rates; and 4) Lack of management skills and sensitivity amongst leadership, which affects

retention and promotes the perception the federal government is not an employer of choice for the Hispanic

community. Some of the recommended solutions identified at the meetings were: 1) Inform the workforce of

the reasons why they should accurately self-identify their race/ethnicity (including the agency’s affirmative

employment initiatives) in accordance with federal guidelines; 2) Adequately publicize and notify Hispanics of

developmental opportunities, and encourage them to participate; 3) Provide leadership and sensitivity

training to leadership, and hold them accountable for performance with respect EEO/diversity,

communications and leadership; 4) Recruit Hispanics for federal positions outside of D.C. and in areas with

high percentages of Hispanics; 5) Federal agencies should be more visible in Hispanic communities to

demonstrate they are model employers committed to promoting diversity in the federal workforce.

In August 2013, the agency also held a Women’s Equality Day focus session to discuss the challenges and

opportunities women in encounter in the workforce, and to obtain recommendations from the workforce on

how to better promote equal opportunity and career advancement for women in the workplace. Some

perceived barriers identified during the focus session were: 1) Inadequate recruitment of qualified women,

(including for leadership and technical positions such as engineering); 2) Lack of diversity (females and

males) on selection panels; 3) Limited employment and advancement opportunities at BBG due to budget

environment, size of the agency and structure of the positions; 4) Perception/stereotype that men are better

leaders, discrimination and aging workforce; 5) Lack of flexibility with work schedules (can affect parenting);

and 6) Inadequate leadership. Some solutions recommended during the discussion were: 1) Conduct

recruitment at conduct outreach at colleges and universities that have high participation rates of qualified

female candidates, including women in enrolled in technical majors; 2) Restructure positions to include

opportunities for career advancement; 3) Ensure selection panels are diverse and include women; 4)

Develop union technical apprentice program; 5) Provide managers and supervisors with leadership and

diversity/sensitivity training; 6) Consider hiring preference for women and female veterans who want to

return to work; 7) conduct analysis of the perceptions and practices (including employment actions such as

promotions) of leadership; 8) Allow employees to participate in external professional development

opportunities (including temporary duty assignments and details); and 9) Enhance employee orientation for

new employees to include familiarizing them with the culture of the agency and connecting them senior

employees who can help them advance in their careers.

During the review period the agency resurveyed its workforce to obtain more accurate EEO workforce


statistics. In its notice to employees regarding the survey, employees were notified as part of the federal

government’s affirmative employment initiative the agency was closely monitoring the participation rates of

Hispanics in the agency, and provided additional instructions for employees that wished to solely identify as

Hispanic to ensure they were counted in the correct category.

Due to the sequestration, the budget for training and developmental opportunities was significantly reduced

in fiscal year 2013 from $1.1 million to $167,000. However, the agency publicized all available training and

developmental opportunities, including the agency’s Mentoring Program on the agency’s intranet, and

through “House Announcements,” which were sent to all employees by email. The agency also provided

leadership, performance management and EEO/diversity training to managers, supervisors and officials to

ensure they had the skills and competencies to effectively lead, manage, engage and motivate a diverse

workforce. Additionally, BBG provided training and developmental opportunities to students enrolled at

universities, colleges and high schools, including 217+ student interns (162 females - 74.65% and 138

minorities – 63.59%) to create a pipeline of diverse candidates for future employment and leadership

positions within the agency and federal government.

At the end of the fiscal year 2013, the agency selected an Outreach Coordinator to enhance the agency’s

recruitment and outreach efforts for groups with lower than expected participation rates within the agency.

Furthermore, the agency implemented the Workplace Engagement Initiative (WEI), which is a joint effort by

VOA, BBG and OCB whose role is to address the concerns of employees as reflected in the Office of

Personnel Management’s (OPM) annual survey – the Federal Employee Viewpoint Survey. The WEI is

overseen by the IBB Chief of Staff, an IBB Project Manager, the VOA Chief of Staff, a VOA Program

Manager, and a representative from OCB. The WEI has three focus areas: Effective Leadership and

Strategic Management, Performance Based Rewards and Achievement and Family Friendly Culture

Benefits. Under these 3 areas are 12 Actions Items, which are headed by 19 Action Leaders. The Action

Items are:

Agency Pride


Health and Wellness


Management Training

Awards


Strategic Planning




Regarding the evaluation of exit interviews to determine why employees separated from the agency

(including an assessment of the perception of the availability or lack of career advancement opportunities

within the agency), none of the employees who separated from the agency during the review period,

submitted exit interviews for evaluation. See EEOC Form 715-01, Part H for an update on the status of the

implementation of the applicant tracking procedure.


EEOC FORM

715-01

PART I







Provide a brief narrative describing the condition at

issue.

How was the condition recognized as a potential

barrier?

EEOC Tables A3-1, A3-2, A4-1 and A4-2

The participation rates for females (overall),

Blacks/African Americans, Hispanics/Latinos and

Asians in senior level positions (Grade 15 and

above) was lower than their overall participation

rates in the total and permanent workforces.

BARRIER ANALYSIS:

Provide a description of the steps taken and data

analyzed to determine cause of the condition.

An analysis of EEOC Tables A3-1, A3-2, A4-1 and

A4-2 revealed the conditions listed above.


Provide a succinct statement of the agency policy,

procedure or practice that has been determined to

be the barrier of the undesired condition.

Based on an analysis of EEOC Tables A3-1, A3-2,

A4-1 and A4-2, BBG will further evaluate policies

and practices to determine if there are potential

barriers that limit the career advancement of

females, Blacks/African Americans, Hispanics and

Asians to senior level positions.

OBJECTIVE:


procedure or practice to be implemented to correct

the undesired condition.

To determine if there are potential barriers that limit

the career advancement of females, Blacks/African

Americans, Hispanics and Asians. To ensure the

selection process is valid and fair for all employees.

To provide increased developmental opportunities to

females, Blacks/African Americans, Hispanics and

Asians.

RESPONSIBLE OFFICIAL: Senior leadership



OBJECTIVE:

September 30, 2014

EEOC FORM

715-01

PART I



(Must be specific)


Continue to encourage all eligible employees including groups with lower than

expected participation rates within the agency to participate in the agency’s

Mentoring Program to facilitate their professional development and to increase

their connections with senior leadership and career networks within/outside the

agency.

October 1, 2013 and

ongoing

Review exit interviews and survey data to determine why employees separated

from the agency, including an assessment of the perception of the availability or

lack of career advancement opportunities within the agency.

April 30, 2014

October 31, 2014

Collaborate with Federally Employed Women (FEW) and National Federal

Women’s Program Managers to host and provide training and developmental

opportunities for women in the federal workforce, and to identify and remove

barriers to the advancement of women in the workforce.

May 29, 2014

August 13, 2014

Identify the feeder pools for senior level (Grade 15 and above) positions, and

determine if the candidates are diverse and have the required skills, experience,

education and training to perform at the senior level. Implement standardized

procedure to accurately and timely collect and track applicant flow data in

accordance with MD-715, which will enable the agency to assess the diversity of

its applicant/candidate pools and identify and remove possible artificial barriers.

(See EEOC Form 715-01, Part H).

June 3, 2014 -

September 30, 2014

Collaborate with the League of United Latin American Citizens (LULAC) and

other Hispanic affinity groups to host and provide training and developmental

opportunities for Hispanics in the federal workforce, and to identify and remove

barriers to the employment and advancement of Hispanics in the workforce.

June 3, 2014-September

17, 2014

Identify the training/developmental needs of feeder pools for senior level

positions and strongly encourage these employees to update their Individual

Development Plans accordingly, and to complete the necessary training and

development activities to increase their chances for advancement.

September 30, 2014


In fiscal year 2013, during the quarterly EEO, Diversity & Inclusion Advisory Council meetings leadership

was informed of the agency’s EEO/diversity initiatives and available resources to employ, advance and

retain a qualified and diverse workforce in accordance with applicable federal laws, regulations, guidelines

and executive orders. Additionally, BBG hosted the July National Council of Hispanic Employment Program

Managers (NCHEPM) monthly meeting and collaborated with other federal agencies to provide significant

updates to the federal community regarding Hispanic employment in the workforce, and to identify barriers

and solutions to successfully employing, advancing and retaining qualified Hispanic employees in the federal

workforce. Some of the perceived barriers identified at these meetings were: 1) Many Hispanics do not self-

identify their race/ethnicity as Hispanic. Therefore, the workforce statistics do not reflect the true participation

rates of Hispanics in the federal workforce; 2) Hispanics are not adequately prepared for advancement in

comparison to other EEO categories; 3) Hispanics are generally not willing to relocate away or commute far

from family to accept federal positions, which are mainly located in D.C. or other locations with low Hispanic

participation rates; and 4) Lack of management skills and sensitivity amongst leadership, which affects

retention and promotes the perception that the federal government is not an employer of choice for the

Hispanic community. Some of the recommended solutions identified at the meetings were: 1) Inform the


workforce of the reasons why they should accurately self-identify their race/ethnicity (including the agency’s

affirmative employment initiatives) in accordance with federal guidelines; 2) Adequately publicize and notify

Hispanics of developmental opportunities, and encourage them to participate; 3) Provide leadership and

sensitivity training to supervisors and managers, and hold them accountable for performance with respect

EEO/diversity, communications and leadership; 4) recruit Hispanics for federal positions outside of D.C. and

in areas with high percentages of Hispanics; and 5) Federal agencies should be more visible in Hispanic

communities to demonstrate they are model employers committed to promoting diversity in the federal

workforce.

In August 2013, the agency also held a Women’s Equality Day focus session to discuss the challenges and

opportunities women in encounter in the workforce, and to obtain recommendations from the workforce on

how to better promote equal opportunity and career advancement for women in the workplace. Some

perceived barriers identified during the focus session were: 1) Inadequate recruitment of qualified women,

(including for leadership and technical positions such as engineering); 2) Lack of diversity (females) on

selection panels; 3) Limited employment and advancement opportunities at BBG due to the budget

environment, size of the agency and structure of the positions; 4) Perception/stereotype that men are better

leaders, discrimination and aging workforce; 5) Lack of flexibility with work schedules (can affect parenting);

and 6) Inadequate leadership. Some solutions recommended during the discussion were: 1) Conduct

recruitment at conduct outreach at colleges and universities that have high participation rates of qualified

female candidates, including women in enrolled in technical majors; 2) Restructure positions to include

opportunities for career advancement; 3) Ensure selection panels are diverse and include women; 4)

Develop union technical apprentice program; 5) Provide managers and supervisors with leadership and

diversity/sensitivity training; 6) Consider hiring preference for women and female veterans who want to

return to work; 7) conduct analysis of the perceptions and practices (including employment actions such as

promotions) of leadership; 8) Allow employees to participate in external professional development

opportunities (including temporary duty assignments and details); and 9) Enhance employee orientation for

new employees to include familiarizing them with the culture of the agency and connecting them senior

employees who can help them advance in their careers.

During the review period the agency resurveyed its workforce to obtain more accurate EEO workforce

statistics. In its notice to employees regarding the survey, employees were notified as part of the federal

government’s affirmative employment initiative the agency was closely monitoring the participation rates of

Hispanics in the agency, and provided additional instructions for employees that wished to solely identify as

Hispanic to ensure they were counted in the correct category.

Due to the sequestration, the budget for training and developmental opportunities was significantly reduced

in fiscal year 2013 from $1.1 million to $167,000. However, the agency publicized all available training and

developmental opportunities, including the agency’s Mentoring Program on the agency’s intranet, and

through “House Announcements,” which were sent to all employees by email. The agency also provided

leadership, performance management and EEO/diversity training to managers, supervisors and officials to

ensure they had the skills and competencies to effectively lead, manage, engage and motivate a diverse

workforce. Additionally, BBG provided training and developmental opportunities to students enrolled at

universities, colleges and high schools, including 217+ student interns (162 females - 74.65% and 138

minorities – 63.59%) to create a pipeline of diverse candidates for future employment and leadership

positions within the agency and federal government.

At the end of the fiscal year 2013, the agency selected an Outreach Coordinator to enhance the agency’s

recruitment and outreach efforts for groups with lower than expected participation rates within the agency.

Furthermore, the agency implemented the Workplace Engagement Initiative (WEI), which is a joint effort by


VOA, BBG and OCB whose role is to address the concerns of employees as reflected in the Office of

Personnel Management’s (OPM) annual survey – the Federal Employee Viewpoint Survey. The WEI is

overseen by the IBB Chief of Staff, an IBB Project Manager, the VOA Chief of Staff, a VOA Program

Manager, and a representative from OCB. The WEI has three focus areas: Effective Leadership and

Strategic Management, Performance Based Rewards and Achievement and Family Friendly Culture

Benefits. Under these 3 areas are 12 Actions Items, which are headed by 19 Action Leaders. The Action

Items are:

Agency Pride


Health and Wellness


Management Training

Awards


Strategic Planning




Regarding the evaluation of exit interviews to determine why employees separated from the agency

(including an assessment of the perception of the availability or lack of career advancement opportunities

within the agency), none of the employees who separated from the agency during the review period,

submitted exit interviews for evaluation. See EEOC Form 715-01, Part H for an update on the status of the

implementation of the applicant tracking procedure.